Lead, coach & develop CTD Commercial Finance team of four; providing financial leadership and strategic business partnership to Business Unit GM’s and commercial sales organization through active engagement and management of strategic deals and customer negotiations• Team over achieved AOP price attainment by 143% in 2022 as a result of unique, innovative and bespoke pricing solutions and incentives designed to drive growth and profitability; team has completed over 25+ strategic customer negotiations and crafted countless deal specific incentive packages • Responsible for enhancing and adhering to divisional pricing policy, developing, and maintaining over $1B in standard and client specific pricing schedules, executing annual price increases, enhancing controls around ~$4.5M in rebate accruals and discounts, and providing support to various strategic projects and initiatives

Responsible for providing business and finance support to PSG’s Integrated Offering and Commercial Packaging businesses.• Integrated Offering – Contributed to revised value proposition and messaging, developed metrics to measure progress and identify gaps/opportunities, streamlined finance and business processes by leading trainings and PPI activities, successfully influenced change through business partnership; resulting in >200% increase in the value/ number of proposals and a 100% increase in program wins • Commercial Packaging – Developed initial Commercial Packaging proforma with the goal of isolating packaging related revenue and margin; proforma enabled improved decision making and help to inform go-to-market strategy • Developed process to promote cross-selling across PSG that more accurately aligns revenue and margin based on the value of activity provided by each site; process will result in increased share of customer wallet and more accurate managerial reporting

Created a Global IT FP&A organization focused on providing timely, accurate, value-add analysis to CIO and leadership team.• Responsible for creation of monthly financials, forecasting, relationship management with Corporate FP&A team, matrix reporting responsibility over five division senior analysts and direct oversight over a FP&A analystPrimary finance support for Commercial Digital (CDT) and Digital Engineering (DE) teams responsible for web property development and other various strategic initiatives designed to grow Company’s digital presence and online sales

Primary finance support for Commercial Digital (CDT) and Digital Engineering (DE) teams responsible for web property development and other various strategic initiatives designed to grow Company’s digital presence and online sales • Managed team of three-to-six analysts providing controller type functions, analysis, and business support around quarterly business reviews (QBR), monthly close, forecasting and business case development• Redesigned Corporate Appropriations Request Form (ROI template); providing improved user-experience, analytics, auditability, non-financial benefit tracking and increased focus on holistic value proposition• Responsible for coordination, consolidation, and development of annual operating plan for Global IT; key contributor to overall narrative and analysis created for executive team’s review

Supported management accounting close activities and other ad hoc projects, including facilitating the initial feasibility study of delivering customer/product profitability capabilities. Provided support and assistance to 600+ Hyperion user community. Business lead on liquidity coverage project responsible for driving creation of business requirements, project plan, and go-live testing strategy; ensuring successful roll-out under aggressive timeline and constrained resources

Supported Office of the President providing data and analysis around key strategic decisions/investments (i.e., plant shutdown, M&A due diligence, lease vs. buy analysis, capital investment rationalization and budgeting, business plan creation, centralized vs. decentralized operations, and ROI analysis). Partnered with SVP Strategic Manufacturing in developing ~$450M capital budget and facilitated capital reporting/approval process.

Quarterbacked monthly close process across numerous countries and hundreds of finance employees. Partnered with IT to ensure optimum performance of ERP (SAP) and related reporting systems. Established and enforced close policies and SOX key controls. Managed five direct reports. Compiled Consolidated Balance Sheet flux analysis used by external reporting.

Participated in numerous due diligence sessions with interested 3rd parties presenting cost environment and intricacies of the pro forma financial statements, critical in developing the Transition Service Agreements product–pricing schedule. Managed all aspects of forecasting/budgeting, month–end close and financial reporting during transition. Profitably negotiated inventory pricing, asset disposition, post-sales support terms, and distributor rebates.

Prepared benchmarking data and analysis on optimal capital structure and created analysis quantifying the risk cloud computing presented to Intel for VP of finance. Materials were utilized to facilitate discussions during strategic long–range–planning retreat for senior management

Directed diverse functions and teams ensuring financial statement accuracy of five motherboard businesses with combined revenues of $1.6 billion