Strategic Consulting, including business plan & sales strategy development.• Designed and implemented a model that automated the closing process reducing the time from five to three days.• ERP migration. Led the project to migrate from Intacct to Great Planes.• Coordinated the transfer of the production from Lexington to Nogales, Mexico and Indianapolis. This resulted in over $0.5M annual savings.• Provided work direction and supervision to a team of six in accounts payable, accounts receivable and payroll.• Work with Internal and external auditors to ensure compliance.• Implemented a quarterly one on one meetings with all members of my team in order to improve communication and employee engagement.

Improved Financial health of the company which allow us to turn the business from Private equity to strategic sale to a large public company.Managed company financials. This included three plants and annual sales of $60M and annual budget and quarterly forecasts. Provided work direction and supervision to a team of four in accounts payable and accounts receivable. Oversaw the month end process and reporting of monthly results to upper management.• Led a project to improve Standard Cost by modifying BOM’s and Routings in Macola.• Worked with CEO and CFO in the purchasing and sale of the company. Provided Due Diligence to banks and other potential buyers.

Managed financials of the Engineered Chain division which had annual sales of $45M. Led a team of three people with responsibilities in accounts payable, cost accounting and analysis.• Improved internal audit rating from out of compliance to compliance.• Led financial analysis that supported the outsourcing of manufacturing components with annual savings of $1.0M

Oversaw all financial aspects of the Belen plant with annual sales of $40M. • Led financial analysis that supported the transfer of our New Milford, CT plant into Belen, NM with estimated annual savings of $3.5M.

Tenure at Kimberly-Clark included frequent promotions and physical moves throughout the country with increased budget and people responsibilities as well as productivity expectations. Responsible for the AFC division quarterly forecast with annual sales of $600M. Liaison between the manufacturing plants and staff leadership.Adult/Feminine Care Sectors• Led financial analysis of product improvement with annual cost of $11M. Created a team of Marketing, Product Supply, R&D, and Finance professionals that made changes and improved the product. New product was well received by customers, so market share was protected, volume lift was realized, and project startups were within budget. Changes made without compromising product performance and reduced incremental cost.• Designed a model to estimate impact of oil prices on products and identify ways to mitigate risk; results provided vital information and company is positioned to react or respond when oil prices increase.

Member of the Supply Chain Accounting team in Europe (only member of the team responsible for more than two plants). Liaison between customers at the plants and technical support team.• Spearheaded implementation of SAP (product costing) for manufacturing facilities in Europe – three manufacturing plants in Spain. • Developed a maintenance spending tool that was standardized across all Family Care plants in Europe.• Supported Kimberly-Clark’s business plan of outsourcing supply chain accounting to a third party in India; provided training to partners.• Orchestrated centralized supply chain accounting responsibilities from Europe to the US. Coordinated customers (financial personnel at plants in Spain and technical support team in London) to understand needs and develop plans. Activities were transferred without disruption to the business; and, in only a few months, were able to reduce the time required for month-end and standard cost generation to record times.• Created a tool to illustrate maintenance spending by plant and verified downtime. Tool was benchmark and allowed company to establish best practices across the sector to adhere to maintenance schedules and use downtime for other activities [such as training].

Non Wovens Operations

Healthcare Sector. Border Operations (Maquiladora)