•Hired as the company was being bought-out from founder; tasked with transforming the administrative side of the operation and working with the CEO to help the business reach its full potential.•Responsible for finance, risk management, legal, information technology, human resources, and project management.•During tenure, revenue grew double-digits through improved focus on top customers and channels; profit increased substantially during this time driven by sales growth, better commodity purchasing and efficiency initiatives.•Increased free cash flow considerably, driven by improved profit and stronger working capital management, all while investing extensively in plant expansion initiatives.•Helped lead organization through the Covid-19 pandemic, keeping workers safe, manufacturing operating throughout, and transitioning non-essential employees to work from home.•Created strategic plan and annual operating plan processes, providing better direction setting for the company.•Overhauled finance organization, implementing traditional structure, streamlined processes, stronger controls, faster close, better reporting, and more in-depth analytics.•Revamped information technology department with an emphasis on collaboration and security; completed an ERP upgrade that had stalled for over 3 years; rebuilt infrastructure (printers/copiers, phones, cabling, network).•Expanded the human resources function with the addition of a safety coordinator and an industrial labor specialist; rolled out new safety programs; overhauled industrial labor management, including onboarding, job leveling and time keeping.•Partnered with a law firm to add more rigor to contract review process and to better manage trademark portfolio.•Onboarded new professional services firms (audit, tax, risk management), resulting in better outcomes for the business.•Implemented new credit facility; rolled out hedging program for receivables and payables denominated in foreign currency.

•In addition to FP&A responsibilities (below), took on M&A, investor relations and strategic planning with this promotion.•Reviewed potential M&A targets for fit within the company’s strategy of becoming the global leader in delivering innovative food preservation and waste reduction solutions for fresh produce.•Completed bolt-on acquisition of a Tecnidex, a $20 million Spanish post-harvest citrus chemical company.•Oversaw negotiations on a strategic $10 million investment for a 15% stake in Food Freshness Technologies, makers of ethylene absorbing It’s Fresh filters, based in the U.K.•Led the company’s strategic planning process, including the development of an objective, strategies and detailed plans to achieve our long terms goals.•Responsible for company’s investor relations; overhauled function by hiring new firm and developing strategy to identify and attract new shareholders.

•Worked closely with Chairman of the Board to provide organizational leadership during a period where CEO, CFO and Controller turned over in a matter of six months.•Joined the company shortly after being spun off from Dow Chemical and merged into a SPAC; tasked with helping to stand up the finance department.•FP&A responsibilities included long-range planning, annual budgeting and monthly forecasting of business performance; review and analysis of monthly financial results; and leading efforts on business investment case development.•Treasury responsibilities included global cash forecasting, capital structure planning, and covenant compliance monitoring.•Supported SEC reporting, including drafting the quarterly MD&A.•Managed transformation initiatives that evaluated business processes and implemented best practices, improving operational efficiencies and reducing waste; generated savings of $7 million annually.•Served as Finance and Accounting lead on ERP system selection committee; provided direction on SAP implementation; designed and implemented Hyperion performance management system.•Worked with PWC and accounting group to implement SOX and Controls, helping to remediate a material weakness.

•Oversaw newly created sales finance center of excellence, including leading, training and developing 12-person team responsible for financial planning & analysis across U.S. and Canada Retail businesses.•Evaluated processes and standardized where possible to drive efficiency; reduced FTEs from 20 to 12 persons with minimal change to the level of business support.•Served as strategic finance partner to the National Grocery business with sales of $2.5 billion.•Led the monthly volume and trade marketing forecasting process to understand and quantify key changes; deliver monthly executive summary of business results to SVP-Sales and VP-Finance.

•Served as Interim General Manager of the Diversified Channels business for a period of five months.•Provided financial and operational management on a sales portfolio of $800 million and a trade marketing budget of $200 million across club, value, Target, convenience, drug, natural, and e-commerce customers.•Grew “Core Growth” customers’ net sales at a 10% CAGR over three years, driving significant US Retail Growth.•Developed the team's strategic and operating plans; align the team to the brands’ volume and trade marketing objectives; ensured the execution of the plans utilizing internal tools to monitor progress.•Wore “two hats” being the head of finance for the business and having direct customer responsibilities for day-to-day sales management of three maritime channel customers with sales of $20 million.•Core member of the Diversified Channels Commercialization Team, responsible for the creation of custom products for customers - most notably the Campbell’s Kitchen Classics brand.•Served on the E-commerce Center of Excellence Team responsible for developing Campbell’s e-commerce strategy.•Received one individual Merit Award and three team Greatness Awards over the course of four years.

•Responsible for preparation of monthly total company P&L projection summary; support senior management in providing external guidance and setting strategic and operating plan targets.•Served as controller for $500 million in annual corporate expenses, including projections and variances; responsible for analysis of all activity, including business unit service fees, corporate staff, benefits, pension and incentive compensation.•Responsible for monthly total company cash flow and balance sheet projections; overhauled entire process, including the design and implementation of more detailed and accurate projection models.•Appointed global lead of Q4 2011 Restructuring Program, which resulted in charges of $80 million and annual on-going savings of $70 million.

•Managed $3 billion global debt and derivatives portfolio regarding making payments, ensuring covenant compliance, and ensuring appropriate fixed/floating mix, debt by currency, weighted average maturity, and duration metrics were met.•Responsible for $150 million annual interest expense, including projections and variances; provided analysis on the effects of interest rates, exchange rates, and cash flows on interest expense.•Participated in the preparation and execution of interest rate swap, cross currency swap, and share repurchase transactions.•Assisted Treasurer in completing annual financing plan for approval by Board of Directors, including plans relating to capital structure, dividend policy, and other uses of cash.

•Performed all accounting transactions related to fixed assets