HDT Automotive, leading global supplier of automotive fluid-handling systems, employs 4,000 people across North America, Europe and China, serving the company's global customer base. HDT, which is private equity owned, is the consolidation of six companies with different cultures from around the world.Hired as CFO to establish the global finance team, implement financial processes and procedures and improve financial performance of recently established company operating across 8 different countries. Established, developed and led a world class finance team dedicated to supporting the operational finance needs of the business which were integral to significant improvement in profitability. Also led debt re-financings and under my leadership established new financing lines of credit, significantly improved financial reporting quality and overall internal control environment.

CIVIQ Smartscapes is an industry-leader in smart city innovation. Hired as CIVIQ’s first CFO (CIVIQ was a start-up) to buildout the organizational capabilities and business processes to support rapid organic and inorganic growth. Led integration of 2 acquisitions, established finance team and key processes and, provided strategic and operational leadership to support very significant revenue growth.

Brought in by CEO and private equity ownership to address accounting and financial reporting deficiencies, improve the quality and capabilities of the finance organization, and provide leadership through a liquidity event. Led 65 finance professionals (5 direct reports). Acquired by Fontana Gruppo in 2014. • Upgraded finance staff and led internal control process improvements resulting in: - Improved management reporting, including product line profitability reporting and analysis which was integral to $0.5M product margin improvement. - No significant FY13 audit adjustments (significant control weaknesses from prior year audit remedied) - Restored lender confidence• Negotiated $77M asset-based revolving credit agreement and $54M term loan.• Led successful M&A sale process.• Planned and executed post-M&A financial integration of Fontana Gruppo’s North America operations with those of Acument.

Provided financial leadership, oversight and merger integration support to recently acquired portfolio companies in the manufacturing, telecom services, and distribution sectors. Representative assignments: Diversified Machine, Inc., SMW Automotive LLC, ACuPowder International, LLC• Developed and executed plan to exit unprofitable foreign subsidiary. Annual savings $4M.• Implemented financial processes and controls in accordance with Platinum Equity guidelines. • Developed merger integration plans for the finance and IT organizations of DMI and SMW.• Managed lender and rating agency relationships, including $60M ABL and $167M syndicated term loan. • Responsible for purchase accounting and opening balance sheet audit readiness for new acquisitions.

Recruited by the CEO and investors (top-tier VC’s) to provide financial leadership, implement processes, controls, and negotiate financing required to support the company’s rapid growth from development stage to $40M annual revenue. Acquired by Oclaro, Inc. (NASDAQ: OCLR) in 2010.• Secured $8M working capital line of credit, $4M in subordinated debt and $12M in venture capital; negotiated multiple modifications to debt facilities. • Developed and implemented accounting, cash management and forecasting policies and procedures. • Implemented financial metrics and improved quality and cycle time of financial reporting.• Negotiated strategic customer and supplier agreements. • Navigated through severe liquidity issues (brought on by the economic downturn) and led M&A sale process.

Roles and responsibilities similar to those in 2010-2013. Representative assignments: Startec Communications Inc. and Ryerson, Inc.

Retained as CFO by private equity firm of newly acquired business unit from Motorola. Member of senior management team responsible for executing the strategy of harvesting declining product business and growing the managed services business by developing new service offerings and channel partners (i.e. decoupling managed services business from the legacy product business). • Led post-acquisition carve-out; established finance organization, policies and procedures for stand-alone business. • Responsible for implementation of business and financial systems (in 6 months, on budget).• Led project to organize the company into business units to optimize resources and sharpen strategic focus on managed services. Instrumental to 60% increase in network monitoring revenues; achieved through a 1000% increase in non-Vanguard devices under management while the number of managed Vanguard routers declined 65% over same period.• Developed and executed strategic and restructuring initiatives that transformed a money-losing and declining product business into a consistent 15%-20% EBITDA performer:- Led ongoing monitoring of cost structure and cost reduction initiatives.- Returned EMEA region to profitability by co-negotiating and executing sale of Europe product business and replacing with master distribution model. Achieved first-year cash-flow improvement of $1.5M.

MND was acquired by Platinum Equity in September 2001.