As the COO and EOS Integrator, my primary responsibilities are to:♦ Lead, manage and hold the leadership accountable as a member of ELT♦ Establish, communicate, discern and enforce the strategy implementation♦ Integrate all functions at Enviah, including service provider relationships♦ P&L Responsibility♦ Lead organization and ensure overall effectiveness of the organization♦ Structure in place to support talent and culture needs of the organization

Business Process lead for Sales Planning, CRM, Order Forecasting, Sales Analytics and Reporting. Successful implementation of Einstein Analytics & Tableau.

Business Process lead for Sales Planning, CRM, Order Forecasting, Sales Leadership Reporting. Team leader and strategic advisor for sales compensation and incentive programs. ♦ Successful implementation of new compensation plan for field sales.♦ Improved health of Sales Compensation team through team-building and coaching.♦ Reduced number of sales incentive programs from twenty-eight to six. Implemented standard elements to the plans, which greatly reduced the plan complexity, administrative time and financial risk. ♦ Designed and implemented Sales Pay Grades for total cash compensation.♦ Automated the distribution of incentive plans to over 300 sales people.♦ Reduced manual processes of the team through automation, which moved payment calculations up by two days per month.♦ Forecasted NA Orders with consistent error rate of less than 3%.

Member of Herman Miller North American (HM NA) Sales Leadership team, reporting to the SVP of Sales.♦ Led sales organization's strategic planning, forecasting, and business process throughout the Sales organization, including resource allocation and sales investments. ($1.4B sales and $160M budget)♦ Developed SWOT market (MSA) evaluations with assessment of strategic initiatives designed to advance the markets. The plans used information from numerous systems and sources, which previously had been difficult to join together.♦ Developed broad reporting capabilities, including a scorecard with KPIs to clearly measure performance of market strategies. Provided effective communication of strategic and financial results to Sales and Executive Leadership.♦ Traveled 75% in field with sales leaders, at dealerships, planning meetings, coaching, training new leaders on all financial aspects of sales.♦ Trusted advisor to the entire Sales Leadership team.

♦ Developed a standardized financial format for analyzing markets regularly and providing feedback to sales leaders on their performance, including KPI measurements for strategic goals. ♦ Developed tactical and measurable action steps to improve market share with sales leaders.♦ Served as the Commercial Sales Lead for the implementation of Salesforce at Herman Miller and provided direction and sign-off on business requirements for the Sales organization. ♦ Trained field sales and leadership and drove adoption of Salesforce.com.

Key role within Corporate Finance and an integral part of the North America Office and Learning (NAOL) leadership team. Through close interaction and partnering with the leadership of these areas, the Office and Learning Finance team helped ensure the financial health of the Sales, Marketing and Learning groups. ♦ Led a team of highly skilled, management-level direct reports. ♦ Served on the Business Intelligence Committee, which streamlined reporting across the organization and saved hundreds of hours annually across the organization.♦ Created sales and order forecasts for North America. New modeling and methodology increased sales’ accountability, improved accuracy and made forecast assumptions transparent.♦ Used Hyperion and extensive Excel modeling and VB Code to increase productivity of the department. Department was able to take on other areas of responsibility, while simultaneously reallocating a resource to another department.♦ Managed $180M budget across all of sales and marketing departments.Provided direct financial and business analysis support for the NAOL leadership team.

Promoted success for our clients and employees during a season of many personnel and strategy changes. Dealer Services provided full financial services for 14 owned and 6 non-owned dealers. ♦ Managed relationship with dealer leadership.♦ Managed a team of approximately thirty accounting professionals. Set department strategy and direction. Managed the department net budget of $2.5M, including client revenues and department expenses.♦ Developed and implemented a strategy for changing dealer services model going forward within the company. Influenced the change to be radically different from what was proposed prior to me taking the role.♦ Supported clients with quarterly reviews of financial results and adherence with financial practices.♦ Assisted clients with preparation for audits.♦ Member of the Khameleon Steering Committee which set the direction for the financial software development.

Promoted success for our clients and employees during a season of many personnel and strategy changes. Dealer Services provided full financial services for 14 owned and 6 non-owned dealers. ♦ Managed relationship with dealer leadership.♦ Managed a team of approximately thirty accounting professionals. Set department strategy and direction. Managed the department net budget of $2.5M, including client revenues and department expenses.♦ Developed and implemented a strategy for changing dealer services model going forward within the company. Influenced the change to be radically different from what was proposed prior to me taking the role.♦ Supported clients with quarterly reviews of financial results and adherence with financial practices.♦ Assisted clients with preparation for audits.♦ Member of the Khameleon Steering Committee which set the direction for the financial software development.

Managed the clients’ needs for financial information from all financial applications. Managed the development and implementation of quality and productivity initiatives for financial applications. Conducted training for internal and external users of financial applications.♦ Completed the implementation of new consolidation software (Hyperion) which resulted in a 90% cycle time reduction as well as improved management reporting. This involved research, programming for the data interface between ledger and consolidation software, and a full understanding of the capabilities of the new system. Became recognized as one of the "resident experts" and consulted with several areas of the company on the implementation of the software in their business.♦ Managed the financial consolidation process for 18 wholly owned subsidiaries-3 foreign. This process required organizational, technical and analytical skills to provide timely and accurate results to the corporate office.♦ Managed reporting capabilities for approximately 40 Herman Miller dealerships ranging in sales from $5 to $110 million. Maintained a balance between standardization and the ability to provide clients with the information they needed.♦ Developed Visual Basic programs and application interfaces to meet specialized needs for clients. Results included improved management reporting, reduced data entry, improved ability to meet government and customer requirements, streamlined operations, more effective customer support, and increased efficiency.♦ Implemented a new budgeting software and a budget process re-design as well as dealer benchmarking, market reporting and other strategic reporting initiatives. ♦ Reduced costs, provided improved communication of financial results, and consulted with finance leads and principals at dealerships to improve financial performance and planning.♦ Received Herman Miller Outstanding Team Recognition for 1997 for consolidation performance and improvement initiatives.

Researched, implemented and maintained productivity improvements and solutions for current financial systems and processes. Analyzed reporting needs from the dealers’ perspective. Developed and maintained reports for the monthly financial package and ad-hoc information needs of internal and external clients. ♦ Designed and implemented several Visual Basic programs resulting in increased productivity, increased accuracy and eliminated numerous manual reconciliations. Some of these are still used in Finance in 2020.♦ Successfully designed a financial package to communicate results to clients. The package was provided electronically which saved money and reduced the delivery timeframe by up to three days.♦ Successfully managed the conversion of the department from a mainframe to a PC based accounting system. Decreased the close process by three days and allowed for greater flexibility in reporting financial results to clients.♦ Created interfaces for sub-systems including an interface between ADP Payroll and the accounting system. This eliminated the need for data entry to the general ledger for payroll.♦ Served as a member of the departmental redesign team to structure the department for growth and to better serve in a team environment.♦ Provided documentation and training for financial systems that led to an increased awareness of how systems interacted with each other. Served as a resource for internal business partners to solve financial system issues. Coordinated technical problem resolution with internal technology department and software vendors.