Atlantic Aviation is a $2 bn portfolio company of KKR that provides essential airport infrastructure services through a network of over 100 strategically located FBO's across the U.S.Responsible for Finance, Accounting, FP&A, Treasury, Tax, Procurement, IT, M&A, IR, Strategic Planning.

• EVP/CFO - Park River Holdings, Inc./PrimeSource Brands• Park River Holdings, Inc. is a $2.5 bn., $350M EBITDA portco of Clearlake Capital which represents the combination of PrimeSource, Dimora Brands, Nationwide Industries, and Wolf Home Products, a scale residential building products platform with a market leading portfolio of proprietary branded products with 48 DC’s and five plants across the U.S., 600 global suppliers in 16 countries, offering 58,000 SKU’s, serving >29,000 customers. Leading supplier of Grip-Rite branded fasteners and other building materials to major customers including Home Depot, Lowe’s, and other retailers.• Re-engineered pricing function and architecture; unified pricing under the finance function.• In 2019-2020, reduced leverage from 8.0x to 4.8x, expanded gross margins 150 bps via pricing, delivered operating expense reductions, and reduced working capital by over $100M. Combined functional efforts and actions improved LTM EBITDA by 48% leading up to year-end 2020.• Co-led sale process of PrimeSource from Platinum Equity to Clearlake Capital (Dec. 2020).• Completed 3 acquisitions in 8 months post-Platinum under Clearlake’s ownership adding $1.1 bn. of accretive revenue; led due diligence efforts including target QoE assessments and lender communications; set up formation of integration teams and synergy realization.• Drove acquisition financial reporting into immediate compliance with base business to ensure timely 144A bond issuances.• Internal lead on 2021 financings which resulted in the raise of $2.7 bn. debt over four timeframes in 2021.• Managed audit committee processes/SOX 404 compliance readiness efforts.• Achieved $175M in annualized non-pass through price increases over multiple pricing actions in 2021.Finance, Accounting, FP&A, Pricing, M&A, IR, Legal, Treasury, Tax, Real Estate, Risk functions.

• For new PE owner, provided strategic leadership for the company; reported to seven member Board.• Functional direct reports included Sales, Marketing, Manufacturing, Distribution, Procurement, Legal, Finance, and HR.• Recruited and hired three new C-suite Officers into Borden.

• After leading a turnaround, led an auction process end-to-end that culminated in the July 2017 sale of Borden to a multinational PE sponsor, overseeing all aspects of the transaction which led to significant value realization for ownership.• Led strategic planning process which resulted in closure of three unprofitable plants, a move towards a functionally aligned organization, and the creation of a pricing function.• Initiated regular working sessions with Operations and Commercial groups to improve financial and operating performance and enact new strategies.• Revamped financial and IT organizational structure; significantly upgraded talent in HQ and in field locations; upgraded financial reporting and systems.• Realized large EBITDA / cash flow improvement in excess of $100M annually.• Constructed a rapid dividend payment to shareholders at year-end 2015; first time cash repatriated to ownership.• Led the split of company into two separate entities in 2016; branded yogurt and extended shelf life milk company sold at 5x its 2014 valuation; implemented M&A process on Borden fluid milk segment to capture valuation improvement from financial and operational enhancements.• Created PMO (Project Management Office) function to lead transformational projects and major cross-functional initiatives; served as executive sponsor of major supply chain and sales initiatives.• Implemented SAP Ariba P2P system, Acorn cost-to-serve customer, product, and route profitability system, SKU rationalizations, and network optimization framework.

Borden’s food and beverage business in 2013 had $2.0 bn. sales; 19 plants, 153 distribution centers, 1,800 DSD routes, serving over 50,000 customers with 4,700 employees; brands included Borden®, LALA®, Frusion®, Skim Plus®, Promised Land®• Recruited by Grupo Lala, Mexico-based parent of Borden, to drive improvements and to play major role in enacting a turnaround; inherited EBITDA losses and significant annual cash drain.• Led spin-off of Borden in U.S. after onboarding in order to maximize IPO proceeds of Grupo Lala (LALAB.MX) in Mexico; implemented stand-alone financing in U.S. despite substandard credit profile and no parent guarantee.• Promoted from SVP to EVP and provided additional responsibilities after one year.

Leading manufacturer and marketer of branded aftermarket automotive accessories; brands include AMP Research®, AVS®, Belmor®, Bushwacker®, Lund®, Rampage®, RoadWorks®, Roll-N-Lock®, Stampede®, and Tonno Pro®; owned by Highlander Partners • Improved operating margins through disciplined approach to pricing and sourcing initiatives.- Actions from management team drove EBITDA margin increase of 460 points.- Improvement in earnings/working capital supported rapid deleveraging, reducing debt ratio by two full turns which led to a successful recapitalization.• Made strategic acquisitions in adjacent categories.

Fourth largest distributor/provider of equipment and services to the foodservice industry• Turned around financial performance of company in first year, in conjunction with new CEO.• Completed two dividend recapitalizations which resulted in a return of capital to shareholders of greater than 100%.

Manufacturer and marketer of Tampico® fruit juice drinks, serving over 50 countries; competes with Sunny Delight®• Leadership of all financial functions as well as manufacturing, customer service, and I.T.• Implemented five major systems initiatives to drive improvements throughout organization, ranging from a data warehouse to a trade promotion management system and a Brazilian multi-currency integration.

$15.5 bn. distributor of consumer goods to supermarkets and convenience stores, traded on NYSE

$10 bn. manufacturer of personal computers and related products and services, traded on NYSE

• Served as top financial leader of three units of Dial, spanning both international and domestic markets; revenue size of $800 million and multiple manufacturing plants globally. - Led Dial through two key Latin American acquisitions closed in early 2000.

• Concurrent with Dial positions, served as VP Finance/CFO for new entity formed with Henkel KGaA to pursue strategic initiatives in household/laundry categories in U.S. and Latin America.• Negotiated/closed acquisition transaction within two months, securing immediate business.• JV ultimately lead to Henkel’s acquisition of Dial at a +22% premium to Dial shareholders.

Dial's $1.8 bn. consumer goods portfolio (Personal Care, Household Products, Laundry, Foods) was spun out as a public co. in 1996 and traded separately on the NYSE (DL)• Successfully directed company through ten M&A transactions over 30 months.- Installed rigorous analytical processes to review potential acquisitions and divestitures, as Dial was a new public company; screened 75+ potential domestic and international acquisitions.- Managed all corporate development activities, including target identification, valuation, tax planning, deal structure, due diligence, negotiations, and integration planning.• Formed strategic JV with Henkel ($20 bn+ worldwide CPG) which later acquired Dial in 2004.• Promoted to VP Finance.