We have proudly served the CSRA since 1977 with a nursery, garden center, and farmers market as well as service teams delivering landscape design and installation and full-service property maintenance.

Makino Inc is a $500MM provider of machine tooling solutions with a digital transformation strategy for multiple SaaS based offerings and other recurring revenue streams. Recruited as Chief Financial Officer to succeed retiring CFO with responsibility for Accounting, Makino Capital Services, IT, Human Resources, Quality and Order Management.

$2.5B multinational manufacturer and provider of connectivty solutions in a portfolio transformation to new revenue sources including SaaS based cybersecurity.Led issuance of $500MM mandatory convertible preferred equity to support de-levering while also providing dry powder for inorganic growth in mid 2016. Refinanced multiple tranches of senior and subordinated debt totaling $1.7B to take advantage of low interest rates in Europe resulting from the ECB’s purchases of corporate bonds. Four separate high yield issuances led to: o Reduced average pre-tax cost of debt from 5.5% to 3.5% for a BB rated companyo Increased EPS by $0.47 annually on a base of $5.50 Created a global shared services team from a group of regionally segregated back office teams. Harmonized approach, process, and metrics to function as one global team offering a seamless level of service to the business platforms across geographies.Responsible also for risk management, FX management, pension plans, and all other traditional cash and treasury operations. Led new process design for managing FX risk in light of increased volatility and transactional risk exposure. Used natural hedges to keep transactional FX impacts within 0.1% of revenue.Served on a “Customer Results” committee with a cross functional team of senior leaders. Introduced Global Sales and Marketing function to Differentiated Value Proposition (DVP) concepts as a method for measuring how much more money customers make by doing business with us versus competitors. Led to initiating pilot with six global accounts.

NCR’s service revenue model had evolved from standard on-site maintenance to more complex managed services offerings. The processes for designing, operationally approving, and onboarding had not kept pace.Led the effort to create standard proposal steps for managed services offerings vs customized upfront design.Helped teams hit proposal deadlines after routinely missing or submitting without fully vetting.Credited with 100 bps of service margin improvement ($25MM) by creating validation steps during onboarding with opportunity to adjust cost assumptions and pricing.Restored integrity into solution architecture with commitment to facts and truth versus fear-based wishful thinking.

After successfully improving the hardware solutions pricing team, my role was expanded to include services pricing. Consolidated groups into global team of 30+ members.Transformed role of analysts from P&L creation to deal structure advisory. Deals desk routinely credited with helping win large, complex proposals.Created “fast-track” deal flow for faster turnaround times by using new pricing strategy role to design rules-based guidance for pre-approved scenarios.Helped avoid bad deals and surprises by restoring integrity and discipline into input assumptions which required a cultural change globally.Installed controls in online ordering system to reduce margin leakage by $10MM.

The 24-member team had been reduced to 12 during the 2008/09 financial crisis. The bid review process went off the rails and became a significant bottleneck to successful proposals. Moved the senior level decision making process from chaotic firefighting to a disciplined, controlled flow with strong executive praise as a result.Credited with driving 1% average increased price realization ($60MM).

Helped establish the newly created CI function to drive $100MM of annual improvements.

Manage relationships with top customers and prospects for GE Capital by leading sales process accross diverse product groups. Relationships at CFO / Treasurer level with middle market companies.

Supported sales process by preparing approvals for investment committee and presenting financial solutions to customers.

Financial Leader for 20 P&Ls totaling $110M in Revenue.

FP&A Leader for newly acquired company in US for Siemens.

Led integration of accounting function at newly acquired business in Germany for Honeywell Inc

Led financial and operational audits accross diverse industries around the globe.