Established in 1969, the Tahoe Regional Planning Agency was the nation’s first bi-state regional environmental planning agency. Our mission is to lead the cooperative effort to preserve, restore, and enhance the unique natural and human environment of the Lake Tahoe Region, while improving local communities, and people’s interactions with our irreplaceable environment. As CFAO, I lead the finance & administration functions of the agency including compliance, reporting, budgeting, forecasting, facilities management, and information technology. As an operating partner to the agency, I enable our mission and am part of team Tahoe.

Led finance separation workstream of the complex sale of Nexus Controls to General Electric: 2022-2023. Support Digital Solutions M&A: 2021-2023Led ARMS Reliability due diligence, acquisition, and integration: 2021-2022Led sale & separation of Meridium to General Electric in 2019-2020

Bently Nevada a is the leader in production asset condition monitoring providing hardware, software, and service solutions. Nexus Controls offers industrial machinery controls for turbine, generator, & compressors as well as cyber security solutions.CFO Bently Nevada and Nexus Controls under the Digital Solutions segment of Baker Hughes. Responsibilities include: Delivery of sales, op profit, & cash commitments. Financial planning and analysis including annual operating plan, quarterly forecasts, results / variance analysis, and long term strategic planning. Capital & resource allocation specific to plant and equipment expenditures, new product introductions, business development and restructuring. Lead 14 direct reports including, product finance managers, FP&A, supply chain finance, data & analytics, and controllership functions.

Bently Nevada is the leader in production asset condition monitoring providing hardware, software, and service solutions with operations in more than 35 countries, employing 1600 people globally. Responsibilities: Delivery of sales & op profit commitments. Financial planning and analysis including annual operating plan, quarterly forecasts, results / variance analysis, and annual long term strategic planning. Capital & resource allocation specific to plant and equipment expenditures, new product introductions, business development and restructuring. Full controllership & balance sheet ownership. Lead 10 direct reports including, product finance managers, FP&A, & supply chain finance functions.

Graduate of GE's experienced finance leadership program (EFLP). Led 2 high impact business projects for GE Oil & Gas Subsea and GE Transportation Signaling (before Alstom divestiture). Completed GE Advanced Finance Managment Courses (AFMC) in the following areas: controllership, GAAP, planning & analysis, risk, and IT finance. The capstone was a high intensity Harvard Business School case study course on Business, Governments & International Economies. As an elective, completed GE Advanced Manager Course (AMC) that focused on EQ, leadership, and teambuilding.

Supply Chain VP operating partner, report to CFO, 4 direct reports. Responsibilities: Delivered $2.3B revenue, $1.3B contribution margin and $0.5B operating profit. Managed $250M inventory across 27 plants in 14 countries including China, Korea, Singapore, Middle East, Brazil, Europe and North America. Allocated and managed $60M P&E investment globally. Owned $105M supply chain and $140M technology operating budgets.Accomplishments: Integrated 2 standalone GE segments into a single operating unit. Implemented single productivity project tracking tool covering all aspects of cost out including deflation, labor, material and other variable cost productivity. Implemented COGNOS financial system supporting reporting and tracking of price, foreign exchange, inflation, deflation, mix, and productivity impacts on profitability. Leveraged across 6 product lines and enabled $45M cost out, 4.5% productivity in 2011. Promoted to Bently Nevada finance leader in December 2012.

CFO/COO of multi-business unit service oriented product line with operations in over 35 countries. World-class engineering and consulting for optimizing critical assets, maintenance, or power/thermal output (using proprietary GE hardware and software) with over 500 engineers worldwide. Responsibilities: Worked closely with the product line general manager, regional directors, regional leaders, operations management, and sales team on a daily basis to drive the growth and profitability of this product line. Primarily focused on top line growth while providing leadership over financial operations in 10 regions worldwide to deliver planned operating margin. Led 2 business analysts. Accomplishments: Implemented annual price rhythm that drove highest gross margin since acquisition, 50.2%. Created and rolled out monthly top line and bottom line operating rhythm which helped generate record services revenue of $203M despite recession. Developed ‘as sold’ versus’ as executed’ gross margin reporting for services performance measurement.

Supply Chain operating partner, report to CFO, 1 direct report. Responsibilities & Accomplishments: Delivered $1.3B revenue, 32% increase vs. ‘07, $0.8B cm 43% vs. ‘07, and $0.5B operating profit 58% vs. ‘07 … 1.8x leverage. Audited $35M variable cost productivity projects including labor, material, and deflation with imperative to tie project savings to ledger. Drove $20M decrease in inventory to $135M through slow moving inventory rhythm, minimum order quantity analysis and lead-time projects. Met $17M P&E budget on a $20M need. Led annual physical inventory at sites in North America, England, Scotland, and China. Managed GAAP 5 year P&E physical inventory across 33 global sites. Supported acquisition integration through determining opening balance sheet inventory for 5 North America sites. Managed Technology finance analyst through transition from quality into finance. Promoted to Senior Finance Manager, Global Services in January 2009.

Technology GM operational partner. Responsibilities & Accomplishments: Managed $70M technology budget spread over 35 NPI programs, 6 product lines and 4 regions. Supported $76M of NPI sales with $38M associated gross margin. Simplified engineering time drop process through leveraging SAP, increased visibility and reduced overhead. Implemented prospective change to cap software useful life deferring $2.7M amortization in ’06 while increasing rigor of impairment testing … drove conforming accounting across product lines allowing $1.3M increased software cap while maintaining SOX compliance and integrity. Led restructuring of software engineering group intended to align development at the GE Energy level. Promoted to senior finance manager July ‘07

Managed $215M base cost budget supporting over 20 functions and 32 countries. Prepared long range strategic and short-term tactical forecasts. Developed relationships with functional leaders and proactively communicated risks and opportunities, which ultimately drove operational cost ownership and accountability. Created cost master file for functional and regional reporting that is still used today. Promoted to technology finance analyst July ‘06

Successfully completed 4 six-month finance experiences in 3 GE locations. Roles included: FP&A cost analyst at GE’s turbine controls operation, business analyst at an engineering design site, controllership, and FP&A analyst at GE Energy’s condition monitoring HQ. Accomplishments include: improving billing accuracy to reduce disputed invoices, managing closure of GE’s Washington DC based engineering design office, development of revenue recognition, warranty, and receivable losses policies. Completed 4 six-month courses focused on accounting foundations, inventory accounting, controllership, and strategy. Promoted to FP&A analyst July ’05.

Prepared transfer-pricing documentation to support GE intra company transactions. Drove trademark internal billing process that resulted in $10M tax savings for GE Industrial Systems. Prepared legal entity structure chart used for annual preclose.