I serve as Chief Financial Officer for Enjet Aero, a privately owned company specializing in manufacturing machined metal components for the aerospace and defense industry. I oversee all finance and accounting aspects of the company including due diligence & integration of acquisitions, financial reporting & forecasting, tax strategy & filings, treasury & banking, insurance (P&C + Health), and external audit. A majority of my value add is through a strong partnership with our manufacturing site General Managers and our CEO, supporting the development and execution of strategies that expand revenue & margins.

As the General Manager of Performance Fabrics, I ran a stand-alone business in CLARCOR (acquired by Parker in 2017). I oversaw sales, marketing, manufacturing, purchasing, HR, and finance. I restructured the business operations for speed and efficiency. I renegotiated pricing with our largest vendors to reduce material costs. I used the savings to fund the addition of technical and commercial talent and investment in our industry brand, eVent®. I invested in the in-sourcing of a critical manufacturing operation that resulted in shorter lead times, lower product cost, and increased quality. I executed the the market analysis that resulted in launching 3 new product franchises that expanded annual sales by 25% (’13 to ‘17), one of which was the acquisition of start-up nano-fiber company FiberRio.

As the Vice President of Finance, I led the integration of GE Air Filtration into CLARCOR and realization of the year-1 proforma financials that the acquisition was based on. I led the back office consolidation of four sub-scale CLARCOR businesses units into my business unit - CLARCOR Industrial Air - resulting in cost synergies beyond the acquisition proforma.

As the Chief Financial Officer of GE Air Filtration, I was responsible for all financial aspects of the business worldwide. This included management of 45 finance professionals in 7 legal entities, in 5 countries. The business was losing money when I started and I was asked to develop and execute a restructuring plan. At the end of 2 years, the turnaround was successful and in the 3rd year I led the business through the sale process resulting in CLARCOR acquiring the division for $285M (<10x EBIDTA). While I oversaw general accounting, payroll, cost accounting, and tax & statutory reporting, my largest contribution was serving as the primary business partner to my CEO, making the turnaround and divestiture come to fruition for our owner GE.

On the Corporate Audit Staff, I spent over 4 years in GE’s premier leadership development program. The roles I held were of progressing responsibility and scope, culminating to the management of 40 associates embedded in GE businesses across 4 countries as Senior Audit Manager. My focus was assuring financial accuracy and compliance of GE’s manufacturing business worldwide including Aviation, Transportation, Healthcare, Energy, and Lighting & Appliances. Additionally, I led projects including business divestitures, government contract compliance, and internal investigations. For approximately 3 years I was based outside the US – living and working in countries that include China, India, Singapore, and Ireland managing teams from diverse nationalities and backgrounds.

I spent 6 months in 4 rotations (2 years total) in the manufacturing function at the locomotive division of GE – GE Transportation. The 4 rotations were in production management as a 2nd Shift Supervisor of approximately 40 unionized employees; material purchasing as a Contracting Agent for new components of the gearbox on the GE windmill; product cost improvement as a Project Manager setting up new sources for certain engine components; and cash management as an Inventory Analyst implementing vendor managed inventory.