Chief Financial Officer

Refinanced existing debt instruments to optimize the weighted average cost of capital and boost free cash flow through significant annual interest savings.• Capital Market interaction dealing with Investment Banks and Rating Agencies• Development of confidential information memorandum, lender presentations and marketing materials for investor road shows.Foreign exchange and interest rate hedging to minimize the risk of adverse FX volatility and unfavorable movements in the LIBOR interest rate.

• Delivered Finance Transformation projects that yielded over $6 million in EBITDA improvements.• Re-vectored the Finance Transformation strategy from a stand-alone Finance IT solution to a global implementation of a Tier 1 ERP solution.

Responsible for the acquisition of KTW with operations in Austria, Czech Republic and Germany. After managing the post merger integration, parachuted in to develop and implement strategies to deliver on the investment thesis. Appointed to the Board as Lead Managing Director. • Helmed a synergistic vision and strategy, devising the integration plan and inspiring a 30-member change management team to manage execution.• Implemented business performance KPI’s focused on opex efficiency, capex efficiency, lead time, on-time, quality and safety to drive enterprise value.• Stabilized business processes to reinforce a client-focused and enterprise value driven culture. • New product line revenue increased by more than 50% year-on-year. • Eliminated excess fixed costs to boost operating leverage.

• Compiled competitor benchmark analysis as a rebranding pathway repositioning the company as a top tier industrial player driving higher valuation multiples.• Successfully project managed the implementation of Finance Transformation strategies to eradicate financial statement errors and re-statements.• Elevated financial acumen of the company through the successful implementation of the SOX initiative using a risk based approach.

Appointed CEO and Lead Managing Director of Injectoplast to significantly enhance enterprise value. • Implemented new growth strategies founded on a Profitability, Predictability and Prospects approach. • Created and implemented a new go-to market vision optimizing product mix, introducing value pricing and strategies enabling penetration into adjacent markets. • Redesigned financial and operational processes to reduce operating costs, significantly boosting operating leverage and optimizing working capital enabling a sizable dividend recapitalization.• Increased valuation by 1.5x EBITDA over that originally anticipated by the divestment thesis.• Prepared the business for sale from engaging sell-side advisers to identifying potential buyers, managing the auction process, Share Purchase Agreement negotiations, transaction closing and transitional services.

• Changed the Department into a Business Risk function masterminding the vision to transform it into a Leadership Development Program, developing leaders of the future, by performing strategic business analyses and enterprise value growth evaluations. • Spearheaded RRA’s (Rapid Risk Assessments) to mitigate value loss, as a key partner of the bankruptcy protection team, to ensure an orderly transition of operations to the new owners. • Developed a transitional services strategy to compliment the disposal of business units.

Launched this independent Management Consulting service to provide: strategy, business evaluation, enterprise risk management and governance consulting expertise. Sampling of projects include:VALE INCO, TORONTO• Vice President Strategic Planning Designed a comprehensive business valuation model of the global enterprise after Vale acquired Inco, to become the leading international nickel producer, culminating in a plan to boost ROI by 20%.• Assistant Vice President and Chief Audit ExecutivePioneered an innovative approach to transform the internal audit into a World Class function, employing Engineers, redesigning the audit methodology into a business risk based approach delivering a significant uplift in value added contribution.• Corporate GovernanceSteered the introduction of global SOX compliance developing a risk-based scoping and SOX methodology, becoming one of the first 3 SOX compliance organizations in Canada. Developed a novel approach to training the organization about SOX to maximize impact and changed behavior.• Operational Risk Management Lead Reviewed a $1.6 billion capital expansion project convincing executive management to temporarily suspend the project due to the high-risk profile of project “blow-out”.YORK UNIVERSITY, FACULTY MEMBER, TORONTO• Hand-picked to rejuvenate the MBA “Management Accounting for Strategic Decision Making” course, devising and implementing radical changes to align with strategy and enterprise value growth boosting the student course ratings from “Below Average” to “Very Good”.CGU INSURANCE COMPANY, MANAGEMENT CONSULTANT, TORONTO• Developed the business integration risk profile during the merger of 2 large insurance companies: significant savings emerged from facilitating a creative business solution to administer post-merger insurance claims.

• Completed market research to rebrand the CA profession: implemented research findings to position the CA profession as high performing strategic business partners.• Elevated the market perception of the CoCo leadership model by partnering with 2 York University Professors to develop and deliver a strategy to increase its adoption.

• Restructured the 43-person finance function to maximize productivity, enhance the quality of business reporting, reducing the monthly financial reporting cycle by 40%.• Implemented Service Level Agreements with the respective Business Units to raise the Finance accountability profile to a client service orientation.

DIRECTOR, INTERNAL RISK AND AUDIT, Anglo American Corporation, South Africa• Extended the life of a diamond mining operation by 5 years, developing the vision to devise and implement business risk evaluations/assessments to optimize ore extraction while alleviating social and economic implications.• Established risk/audit functions, Boards and Audit Committees across the businesses including retail, mining, finance, forestry and manufacturing industries to solidify sound corporate governance practices.SENIOR FINANCE MANAGER• Recovered multimillions in fee income by resolving critical, long-term business issues that the previous incumbent overlooked.