Led implementation of leadership priorities and initiatives to position the company to achieve strategic objectives for growth and cash flow optimization. ✦ Established and led the Corporate Functions Productivity Program, capturing $50 million cost savings in 2024 (15% reduction) and building the capability to deliver $25 million annual cost reduction moving forward.✦ Realigned the $700 million Lithium Specialties business into part of the Specialties division, which produced a 5% volume lift due to better product portfolio cross-selling. ✦ Created a wholly owned subsidiary, Ketjen, with $1 billion in revenue, 32 legal entities, and 1,300 employees, establishing independent brand strategy, mission, and operating systems to position for future divestiture.✦ Implementation lead and coach for the deployment of a formalized strategy cascade, using Workboard Objectives & Key Results (OKR), to monitor and align the enterprise around the top strategic priorities.

Executive leader of the enterprise Global Business Services (GBS) comprised of 300 employees located across Hungary, China, and the U.S., managing end-to-end global processes for Order to Cash, Record to Report, Requisition to Pay, business analytics and BI tools, SAP master data management, real estate and facilities, travel and expense, and Project Management and Continuous Improvement teams.✦ Implemented Lean Management System and process management huddles, which accelerated days to monthly close from 12 to 3 days, improved paid on-time from 72% to 92%, and improved Amex card utilization rate from 50% to 98%, while achieving a 5% cost reduction annually, an 8% attrition rate, and 85% employee satisfaction. ✦ Implemented SAP S/4HANA upgrade in the transition from multiple SAP instances for the service center without business disruption, establishing a single platform to drive process excellence and facilitate future integrations.

Directed strategic and tactical resource planning for early pharmaceutical development. Designed and implemented a pharmaceutical drug testing predictive analytical model to optimize throughput, lifting revenue by 3%.

Led the EMEA Shared Service Center with 150 employees and a third-party BPO covering end-to-end management for Accounting to Reporting, Order to Cash, Requisition to Pay, Treasury, Tax and Internal Control activities for a $2.8 billion division.✦ Migrated order-to-cash transactional activity to a BPO third-party provider covering Europe and the Middle East (15 languages), generating $1.5 million savings (25% cost reduction).✦ Implemented a Lean Management System with daily or weekly huddles, which drove a 15-day reduction (20%) in Days Sales Outstanding, paid on-time increase from 65% to 90%, and two-day reduction (40%) in days to close the books.

Led Global Finance Continuous Improvement (CI) deployment effort across 1,800 finance employees, educating and building Lean capabilities. Executive CI Coach to the CFO and five VPs.✦ Enabled Finance organization to achieve $20+ million annual savings (5%), created 100,000 hours in annual whitespace (~3% capacity), and implemented numerous Kaizen events delivering double-digit improvements in speed, quality, cost, and customer satisfaction.✦ Built the CI and Green Belt capability of ten internal finance leads who trained 100% of finance employees at their sites and established a sustainable CI process and mindset.

Created the first CFO Chief of Staff role to coordinate Global Finance strategic planning objectives, routine monitoring, and gap closure action plans with the CFO’s direct reports. Also facilitate the CFO's "One Finance" change agenda and implementation with his leadership team

Member of division’s leadership team, managing Financial Planning and Analysis for a $7 billion portfolio of consumer products, providing new product strategy and planning, portfolio analysis, and project management of new products.✦ Established divisional portfolio role expectations of Grow / Maintain / Drive for Cash, which established financial performance expectations for each division, leading to a 10% improvement in portfolio operating profit.✦ Conducted new product innovation ROI analyses across the divisions, which drove early-stage alignment and prioritization of the best ideas with the Consumer Group President.

Member of division’s leadership team, managing a Business Analyst team providing all aspects of strategic and tactical business planning, including P&L, Balance Sheet, and Capital, for a $1.5 billion division. Led a team of FP&A Business Analysts managing the Kleenex and Private Label business, during which revenue grew by 5% and profit grew by 8%.

Tapped by the CFO to recruit entry-level and experienced hires for Finance, identify and develop talent, and develop succession planning in collaboration with North American Finance leadership. Also led the Finance Training Academy.

Sole finance leader providing P&L, Balance Sheet, and Capital planning and analysis for a $1 billion division. Integral member of the Unit President’s leadership team overseeing daily management and price / cost structure for branded and private-label products for a business, yielding revenue growth of 8% and profit growth of 12%.

Progressional finance responsibility from Analyst to Business Analyst to Plant Finance Controller.