Senior finance leader within Amazon's rapidly growing Last Mile delivery business, with a focus on our Global Fleet and associated Products.

Selected to take on an expanded role, delivering oversight of financial operations for the Americas region of the BMS business in addition to leading Tridium global business. Held full P&L responsibility of $450M across 6 business units and product lines. Developed and executed annual strategic planning and operating plan development, while also introducing new financial processes to maintain internal control and financial performance. Led global finance and operations team of 12. While the role was short-lived, it provided an important opportunity to manage a business through the first few months post-separation (Honeywell Homes spin-off to Resideo) while also managing through a major transition to a new manufacturing and distribution facility.

Tridium is a wholly-owned Subsidiary of Honeywell Corporation. Finance leader for 125M+ business. Importance placed on aligning the finance MOS from that of a startup to an integrated piece of a major corporation while driving 10-15% YoY revenue growth, consistent YoY margin expansion, and 110% free cash flow conversion.Key Accomplishments:• Tasked with and executed on developing and driving 30%+ growth in one of Honeywell’s first software and service-based recurring revenue streams.• Held direct ownership of the long-term strategic planning and financial planning process for the business, leading the development of a 5-year strategic plan. • Led numerous financial initiatives, which led to 4 years of margin and income improvements; maximized price by forging a strong partnership with product leader; implemented double-digit price increases on products without a decrease in demand; refocused product engineering strategy; and optimized cost structure. • Delivered between .5 and 1 inventory turn improvement YOY by transitioning from single North America based internal supplier to a dual supplier model and direct shipping to EMEA and APAC. • Instrumental in creating an incremental revenue stream by facilitating negotiations with one of the largest channel partners, securing entry into a new market segment.

Note: While Gilbarco has spun off since the time I was in the role, first as a part of Fortive, and now as a part of Vontier, it was a Danaher Company at the time I was employed. Appointed to manage and improve a multi-functional role focused on improving operationally driven financial metrics across eight worldwide manufacturing plants driving $1.4B in revenue. Additional oversight as R&D Finance Manager focused on financially controlling business functions, including global engineering and global product management through financial planning and strategy while controlling a rolling portfolio of approximately 20 R&D projects. Served as a finance partner to executive management for all product development projects, helping to drive top-line growth across multiple product lines.Key Accomplishments:• Identified $6M potential cost savings and 2% GM increase by driving business strategy realignment/product simplification across global manufacturing locations. • Implemented a cloud-based Global Resource Management tool for Global Engineering group of 500 Engineers. Researched, implemented, and controlled system used for better tracking/reporting of resource utilization, project status, and changes in resource availability, as well as financial needs. • Launched the first Gilbarco Finance Internship Program to build a funnel of future finance talent for the company.

Chosen by leadership to relocate to Germany for a role focused on improving financial transparency between business unit headquarters and global regions as pilot member of a new Commercial Exchange Program (CEP). Charged with leading Global FP&A activities, as well as creating, controlling, and analyzing budgets and forecasts for $140M business. Key Accomplishments:• Identified €1M potential cost savings for both China and Germany by spearheading a global manufacturing concept initiative to determine the most cost-effective manufacturing plants for each product worldwide.• Delivered additional 3M orders and €4M in sales in 1 year for Applications business unit by discovering internal consolidation errors via internal/external sales analysis.• Reduced receivables 20% YOY, while streamlining identification of problem countries through improved reporting.• Drove Net Capital Employed improvements, resulting in a €4M positive cash flow impact by creating new processes and forecasting tools to evaluate each major regional company’s profit, inventory, and A/R metrics.

Selected to create and manage financial and manufacturing reporting processes, monthly, quarterly, and yearly forecasting and budgeting, cost variance analysis/reporting, and all financial controls for new parts manufacturing operation. Mentored, developed, and led a team of two FMT participants and a number of interns.Key Accomplishments:• Played an instrumental role in the on-time launch of a new manufacturing plant by managing a $40M capital investment project within budget and managing all fixed assets correctly.• Delivered 50% increase in throughput/inventory turns by identifying and eliminating bottlenecks in manufacturing process. Partnered with manufacturing team to implement different shifts, utilize older service machines during downtime, combine like products, and outsource functions.• Improved delivery reliability 15% by creating internal controls that relayed real-time changes in production demands and facilitated timely communication between production planning and internal customers.• Drove division-wide improvements in forecast accuracy by leading the development and implementation of forecasting processes and tools.• Created $500K material savings by controlling foreign currency hedging for parts manufacturing business.• Optimized performance, productivity, and succession planning by mentoring and developing high potential employees and financial management training (FMT) program participants.

Selected to participate in Siemens’ top graduate program, which included rotating through four different positions, functional/cross-functional group initiatives, and semi-annual leadership training. Collaborated across all organizational levels and functional areas to accomplish project goals while building key executive relationships across the organization.Rotations included: Division level FP&A, Business Unit level project controlling, full sector corporate accounting, and full sector operational audit.