Guide team of accountants while overseeing operations and supply chain variable and period cost performance; collaborate with Senior Manager, plant managers, and SC managers to create and report key financial metrics for each facility. Manage all investment analysis and product line profitability. Formulate, establish, and maintain new product-line profitability analysis and reporting process, as well as cost monitoring process for Forest Products. Lead the annual standard costing process for each Forestry facility.  Piloted new profitability analysis toolkit to deliver reliable view of Forestry’s profit by product line, model, and region enabling team to target sales increases on high-profit models and enhancement actions on lower-margin products.  Sparked 46% reduction in fixed cost from 2015 through 2018 by creating manufacturing footprint optimization business case yielding closure of 1 manufacturing facility.  During sale of Forestry business to Weiler, overcame multiple challenges including migration of entire new accounting and ERP system and development of proficient AP/AR functions from ground up. Interfaced with R&D to dramatically augment new model profitability, quality, and cost through reliable reviews and tradeoff analysis of new features and program content.  Directed product rationalization project yielding removal of low margin and unprofitable products.

Orchestrated team of accountants and prepared and presented monthly results to Forestry Leadership Team and organized monthly presentations for VP reviews. Integrated and supervised profit reporting of US and international facilities, including business plans and forecasts, to Forestry President and Corporate. Led annual budget and business plan process, quarterly forecast process, monthly actual analysis and reporting process, and analysis and presentations for annual executive office reviews, Forestry leader meetings, and special requests. Met all corporate analysis specs and timelines.  Streamlined Forest Products reporting and analysis precision by introducing standard corporate analysis protocols and developed new analysis/reports geared to Forestry needs.  Significantly boosted focus on business unit health by developing new reports for senior leaders in areas previously unsupported.  Elevated reporting accuracy through strict review of accounting processes to remove errors and ensure regularity with corporate methodology.

Integrated and managed profit reporting of US and international manufacturing facilities to General Manager and Corporate. Organized monthly presentations for VP reviews. Delivered operating management financial support for all critical business decisions and direction on profit improvement opportunities and risks.

Orchestrated a team of two accountants. Managed the annual R&D budget and business plan process. Closely collaborated with leadership team to determine overall affordability targets, prioritize R&D programs to determine funding, and establish aggressive targets. Architected the quarterly forecast process by identifying risks and mitigation plans. Spearheaded monthly actuals analysis and reporting process. Supported extensive ad hoc reporting and analysis requests such as SOX activities and testing, R&D benchmarking, and R&E efficiency. Met all Corporate analysis requirements and timelines.  Propelled cost control support by developing a new weekly cost monitor to beat the overall 2009 budget by 15%.  Identified and implemented multiple process improvements designed to improve accuracy and reporting of R&E spending, including a common Large Engine Division tracking and reporting tool which improved customer satisfaction levels and communication with engineering management.

Orchestrated international team and prioritized high-risk areas for financial statement errors based on audit comments, actual material misstatements, and others. Administered existing courses to ensure consistency with GAAP and risk changes. Remained hands-on with annual corporate SOX testing and compliance process. Reported compliance metrics to global finance VPs and internal control managers.  Suggested new course development for approval by Corp SOX and Controls Manager to rectify financial statement errors.  Formed new online training courses using internal and external subject matters experts; directed translation to Mexican Spanish, Brazilian Portuguese, Swedish, and German for global audience.  Produced 9 new courses to expand key controls and financial statement accuracy and controlled 29 existing courses to ensure consistency with evolving practices.

Administered VL&B reporting for all North American manufacturing plans and reported key financial and operational metrics. Piloted annual budget/business plan process and interface with each Plant Manager and Plant Finance Supervisor to set aggressive targets. Prepped and disseminated results to Powertrain Ops Leadership Team. Handled and consolidated labor and overhead financial reporting for 15+ engine, transmission, and casting plants.  Outlined and implemented plan to complete 2007 Powertrain Operations Business Plan with 1/3 fewer resources than previous years by establishing process improvements yielding reduced workload, stronger efficiency, and increased accuracy.  Created consistency and more accurate results by benchmarking and modernizing forecast process with other manufacturing organizations.

Rolled out and controlled investment analysis (DCF, NPV, IRR) for all minor R&D programs in North America Car Division, which included all programs less than $125M investment. Set up and led presentations at weekly VP reviews. • Headed cross-functional team developing affordable business equation for $200M 2009 Escape program achieving aggressive cost targets. • Enriched profitability and customer value for several programs by creating and managing business cases.

Structured cash flow and income statement reports for North American forecasts, budgets, and business plans. Developed and prepped presentations for North America Controller and Finance Vice President for senior management reviews, UAW business reviews, and other forums. Oversaw functional and market input to finalize linear volume analysis to decide profit effect of volume changes through business plan. • Established augmentations to allow better accuracy regarding cash flow analysis. • Devised data management tool, which slashed workload, strengthened accuracy, and supported training of future analysts.