- Motivate and lead a 3 person financial planning and analysis team- Spearhead the company's forecasting and financial planning- Set direction through strategic planning, the annual budgeting process, and daily/weekly/monthly/quarterly insights- Deliver strategic support to senior management including capital expenditure analysis, industry/peer group comparisons, new business opportunities, and acquisition analysis- Perform as the analytical engine of the company to provide insights and support driving optimal business decisions- Love that what the FP&A team does every day influences the health and direction of UB

• Led the development and execution of the strategic plan for the region. Successful implementation of plan relied on extensive business knowledge, strong contract negotiations, effective promotional activities, and tight operational cost controls. Delivered consistent top quartile results (#1 in 09, #4 in 2010, #4 in 2011), increasing shareholder value.• Implemented by zone, weekly sales targets with overlaps by customer, including % LY, 2 year CAGR, and seasonality impact. Reviewed weekly performance through quad chart analysis, business unit performance, and region comparisons to develop action plans to deliver plan. • Developed a key account net sales scorecard along with a quarterly incentive plan for key account managers. Feedback and rewards were instrumental in driving large customer development and delivered 101% to net sales plan results. • Led financial training to Zone Sales Leaders and Key Account Managers on promotional analysis, customer development, margin impact, and forecasting accuracy, which resulted in 99.5% forecast accuracy and delivering region contribution plan. • Upgraded internal and external reporting and communications efforts by creating tools that put useful data into the hands of decision makers that made it easy to understand resulting in better short term/long term business decisions• Generated successful process improvements by translating data into actionable projects/plans, including minimizing "load in" during promotional events which saved $500M in promotional allowance (PA) expense, creating a PA tracking tool that reduces customer PA deductions savings $100M, calendar event analysis tool determining the cost per incremental dollar (CID) to maximize investment increasing return on investment (ROI) by 10%.

• Created nationally recognized standardized engineering decision tree for route growth. Streamlining the process by reducing re-work and getting to the correct business decision resulting in $1MM in capital savings along with increased capacity for sales growth. • Successfully implemented a new compensation pilot program, building user friendly tools to allocate planned selling expenses, communicating period results, and developing Zone Business Managers through one-on-one training, resulting in $200M savings in expense. • Implemented numerous process improvements including unsaleables management, equipment procurement, T&E reporting, mock audits, and forecasting accuracy tool, delivering $500M Better than Plan selling expense performance• Led the development of formal region strategic selling expense plan. Established financial goals through key performance indicators and helped focus organization on creating shareholder value.

• Streamlined the Annual Operating Plan (AOP) by creating checks and balances to ensure proper allocation of expense dollars, leading multi functional meetings to gain alignment and buy-in. • Attained the title of subject matter expert for capital expenditures, fuel, property tax, and AOP, by demonstrating the ability to manage these complex items and communicate their development. • Recognized for creating the on-boarding process for all new Supply Chain Finance (SCF) team members, demonstrating above and beyond leadership, winning the SCF organizational health "team of the year" award.

• Responsible for $15MM in capital and expense associated with Supply Chain Optimization Projects. Directed a staff of 1 along with 6 team leads.• Provided capital and expense feedback to team leads, identifying gaps in any expenditures or timelines and created action plans to close those gaps. Delivered $43MM in productivity. • Designed flight path models that tracked each projects performance and presented results at quarterly business reviews and Supply Chain integrated meetings, resulting in projects coming in $800M under plan on capital expense.