Responsible for financial leadership for multiple sites within Architectural Products Group of Eaton Lighting Division.Have exceeded financial performance for the past four years by keeping the team focused on results and providing the analysis to allow timely course corrections.Developed a Daily report that allows management to understand actions necessary to successfully meet month end targets.Designed a monthly revenue estimate that management reviews daily to make the appropriate decisions related to planning and plant capacity.Developed margin analysis through setting up a sales and margin analysis with appropriate pivot tables to provide easily usuable information to the leadership team so that we could understand margins by product family. Rolled this financial model out to multiple plants.Improved group and plant month end reporting for accuracy, efficiency, and timeliness. This includes developing appropriate methods of brand reporting depending on the financial metric. This allowed management to review Brand P&L's that necessary to manage the different focus factories.As a finance team, implemented more than 12 Kaizen cards per person annually, focusing on continuous improvement and productivity improvements saving hours per week.Improved Inventory Accuracy by 25% by implementing Warehouse Management by brand, conducting daily cycle counting instead of weekly, putting visibility to clearing appropriate transactions on a daily basisk and implementing Shrink analysis action items which focuses on the root cause of cyle count transactions.Involved in implementing new scrap process which saved $8K per month, or annual savings of approximately $100K.Improved the time required to conduct the inventory from 4 days to 2 days, or a 50% reduction.Developed a freight database that enabled us to change the monthly process to make more "lean", as well as allowed us to implement a MVP project that saved the company $100K.

Recruited to lead Accounting (including Credit, Accounts Receivable, Accounts Payable, and Payroll), Finance, and IT for a $215M cabinet manufacturer. Responsible for budgeting, forecasting, month-end reporting, driving margin improvements, and cost reductions to improve the company’s performance.Turned non-profitable operation to a profitable position within 5 months of joining the company by analyzing financials and implementing new processes.Redesigned manufacturing costing process that produced an accurate review of gross margins. Improved gross margins by 13% within 2 years.Reduced month end close process from 5 days to 2 days, resulting in more timely consolidated Financial Reports.Led the review and analysis of the Installation Services Business which resulted in margin improvement of over $1M.Identified areas for process improvement to drive productivity in finance and throughout the business. Partnering with Operations, developed a cycle counting program which achieved 99.7% accuracy, eliminating the need for a year end physical inventory, and realizing savings of over $250K.Directly involved in many IT initiatives including upgrading an ERP system (Friedman), upgrading the General Ledger software (Global), trailer loading barcode scanning, and many enhancements to the financial module that comes from the AS400 environment. Managed integration of division Finance and IT organizations. Combined functions from two business units into one shared services division to obtain operation synergies and delivered $1M in cost savings.Established budgeting and forecasting model using Microsoft Excel to improve accuracy of budgets and forecasts.

Provided financial support and sound business decisions for a $635M division of Motorola. This included budgeting, forecasting, long range planning, reporting and analysis. Successfully improved gross margins, reduced costs, enhanced the systems and tools used, reduced inventory reserves, and implemented Portfolio Management, as well as being the Business Manager for the General Manager.Successfully coordinated monthly Operations Review, presenting Sector, Group, and Division Financials to Management, including the necessary analysis needed to drive margin improvement/cost reductions to improve the division’s profitability.Key member of several systems projects, including the SAP system team, and the PAR5 (Profitability, Analysis, and Reporting) implementation team, ensuring that the systems were accurate, and would improve productivity of monthly analysis.Directed a team to improve the Inventory Reserves process reducing the excess exposure, decreasing inventory and increasing cash flow.

Managed all financial aspects for a $20M division of a Fortune 50 company, including budgeting, forecasting, long range planning, and reporting and analysis. Accountable for month-end processes, managing and driving reserve efficiency, revenue reporting, manufacturing cost analyses, internal controls, sales process support, and staff development.Reduced accounting and finance costs, and improved productivity by centralizing from two locations to one location.Created manufacturing cost per unit reporting, which facilitated successful meetings between the factory and product team, resulting in identified cost reductions.Created retrievable reports and analyses that improved the productivity of month-end financial reporting from four days to one day.Developed financial model for several large proposals that allowed management to offer competitive yet profitable pricing, generating increased sales for the division.Finance team leader for relocation of domestic factory to international factory, ensuring smooth transition to business operations. Recognized by senior management for leadership.

Directed Accounting department, A/R Administration, and Cash Administration for a $3.7 billion sector of Motorola. Accountable for month-end close, timely and proper cash posting, and maintaining excellent internal controls by directing an aggressive self-audit program. Responsible for financial reporting, continuous quality improvement projects, and preparing various analyses.

Analyzed financial perspective of operating business issues, prepared presentations, and conveyed recommendations to management. Accountable for analyzing major investments for $190M distribution business, including acquisitions and strategic options regarding future operations required to attain goals.Prepared business analysis of key markets resulting in decreased expenses of $200K.Developed capital expenditure model to analyze major investments and calculate ROI.Streamlined several reports using Showcase VISTA and Monarch, decreasing labor hours for financial department and resulting in increased productivity.

Coordinated annual budget, financial strategic plan, and forecasts for $350M service organization. Managed seven employees. Developed and modeled performance measurements and reward systems, analyzed and recommended effective expense control, managed asset control, directed a systems project team, and provided financial analysis.Developed, proposed, and implemented detailed five-year strategic plan model allowing management to make future business decisions.Designed financial model of product line profitability allowing management to make pricing decisions on different product offerings, and to use as a selling tool.

Prepared annual operating budget for a $380M division with 3,500 employees. Developed detailed analyses of actual results to maintain budgetary control. Designed budgeting system enabling off-site locations to access on-line reports. Utilized CA Financial Planner for scenario analysis, improving forecasting accuracy.Administered and prepared $12M capital budget for 14 facilities, including post audits. Assisted with operating budget and long range plan.