Board MemberChair - Finance Committee

The MDC is a non-profit municipal corporation which provides quality water supply, water pollution control, mapping, and household hazardous waste collection to eight member municipalities.Collaborating with internal departments, I.T. and external consultants on improving and enhancing the use of the SAP system and the generation of reporting requirements. Reviewing data assignments to merge budget/fund spending reporting with external FASB and GASB reporting requirements. Identifying security and segregation of duty conflicts inherent in current SAP role assignments. Cleansing master data across account structures, customers, etc. Redirecting use of the system to ease reporting, including internal changes to SAP structure and postings as well as using excel to streamline the processes. Handling multiple ad hoc analyses related to compliance, labor reporting, operating expenses, capital assets, etc.

Active Board Member of the Local Chapter of the Institute of Management Accountants.Volunteer on Committee organizing the Annual Northeast Regional Educational Conference.Instrumental in identifying topics and attaining speakers for the conference.http://sfmagazine.com/post-entry/march-2017-campus-influencer-superstars/https://sfmagazine.com/post-entry/may-2019-ima-100-years-an-exciting-career-path/

Assisted Legrand NA's FP&A department with streamlining and automating spreadsheets for reporting and analysis, linking data directly from their SAP BPC system, added checks and balances to improve closing time and prep for the 2014 year. Worked with staff to document their internal processes to facilitate cross-training and maintain consistency in reporting due to turnovers.

Provider of radiation measurement equipment and service. $150 mm Division of the Canberra BU under Areva Inc., an $11Bn French-owned parent, with primary business serving the nuclear energy industry.• Focusing on strengthening B/S and P&L and establishing internal controls and P&Ps, held working capital increase to 6%, while revenues grew 68% over five years.• Enhanced budgeting, forecasting and risk analysis, providing business intelligence to business partners.• Led 15 Finance members in SAP Go-Live deployment, (FICO, COPA, SD, SER, MM, PP, and PS modules).• Managed SAP master data, structure, accounting and reports, splitting information into 5 reporting P&Ls with 16 sub-P&L owners, including 110 cost centers with multiple managers and 2 manufacturing plants.• Integrated two major restructurings and two business mergers into the legal entity operations and systems.• Aligned product costing to global rules. Teamed with operations to correct BOMs, routers and scrap adders.• Improved physical inventory management with write-offs going from $2M in 2008 to $22k in 2013.• Hands-on management of operating and capital budgets and forecasts for all P&L owners.• Teaming with I.T., streamlined load of budget into SAP for online Budget vs Actual accountability.• Provided BU and Local Scorecard data for business KPI’s and enhanced R&D and Projects tracking.• Worked with local employees to roll-out and then monitor newly established BU transfer pricing policy.• Worked with the Risk Group and external advisors to settle two insurance claims in the $2.5M range.• Partnered with operations on documentation, P&Ps and training to educate personnel on controls and processes, improving fixed assets, purchasing, revenue recognition, freight, labor, R&D and projects data.• Coordinated employees to successfully complete external and internal audits by the French Revenue Service, the IRS, the parent company, three external auditors, DCAA auditors and three states.

A $400 million global manufacturer and distributor of heat transfer system and temperature control products, such as radiators and charge-air coolers, for industrial and automotive markets.• Managed operational and financial performance of the Heavy Duty OEM and Aftermarket business segments with combined sales reaching US$ 100M with up to twelve U.S.-based manufacturing locations.• Acting as financial liaison, deployed integrated reporting requirements for international operations acquired through a merger. Continued post-merger support and analysis of a US $40M Mexico City legal entity, with five manufacturing locations. Worked with team on consolidation of a U.S. plant into Mexico City.• Turned around the U.S. OEM business from a ($4.8M) loss at $38M sales in 2000 to a $4.5M profit at $51M sales in 2004, with an overhead cost reduction of $2.2M. Business sold 2005.• Directing staff of five located in Mississippi, instituted controls in inventory tracking, reducing write-offs of $400K in the first year to net $13K, while improving turnover from 5.8x per year to 8x. Cleaned up and improved asset management, reducing property taxes 57% for a $240k annual bottom-line boost. • Turned around the U.S. Aftermarket business from a ($2.7M) loss at $34M sales in 2002 to a $2.1M profit at $49M sales in 2006. Developing positive working relationships with manufacturing, marketing and product manager, grew the business and drove business performance. • Worked with team to implement the JD Edwards configurator system, allowing for proper costing and controlled pricing of product (50% specials), in addition to accurate work order generation for the plant.• Provided return analyses and recommendations for consolidations of operations, pricing programs, capital expenditures and business strategies impacting current performance and future positioning.

A $45M glass machinery sales, service and repair/re-manufacturer and inspection machinery distributor (owned by Bucher Industries Inc. since 1998; prior owners Black & Decker and Emhart Corporation). • Directed financial, administrative and logistic functions, managing up 28 employees in accounting, IT, personnel, receiving/warehousing, purchasing, and shipping/customer administration• Resized glass machinery organization, reduced overall cost level by $2.0M, or 20%.• Realigned inventory practices, instituted drop shipping, lowered average balances by $4.5M, or 50%.• Pulled together all functions to successfully transition company and systems from one to three legal entities due to a commissionaire structure reorganization precipitated by the sale of the business from B&D to Bucher.

$0.5B multi-currency Automotive and Industrial Fasteners Group (Current owner Stanley Black & Decker. Prior owners - Black & Decker and Emhart Corporation).• Responsible for all consolidations, performance analyses, FP&A and special projects. • Prepared budget, strategic plan, and operation review presentations for the corporate office.• Maximized use of data available in consolidation system by linking strategic development files to historical figures and ensuring alternate presentations linked up to data already available. • Updated affiliate pricing and reconciliation procedures, eliminating inter-company imbalances of $2.5M.• Maintained Global R&D Project spending analytics with flexible analysis using pivot tables.

$60M Glass Equipment Sales, Service and Electronic Manufacturing and the R&D Electronics development division of the Emhart Glass Group. (Current owner Bucher Industries Inc., previous owners - Black & Decker Inc. and Emhart Corporation).• Worked with cross-functional TQM teams to document processes and successfully improve operational activities of the $60M glass equipment sales, service and electronic manufacturing operation. • Automated actual and budget reporting systems at the division level, eliminating 20 man-weeks per year.• Updated major equipment pricing procedures to reduce margin losses from minor specification changes.• Set-up automated analysis for purchasing, resulting in sourcing savings for the Group exceeding $300,000.• Improved R&D Project Tracking and Reporting within existing systems by utilizing a free field in the Cullinet system to capture the Project # when posting spending data.

$250M multi-currency Glass and Inspection Machinery Group (Current owner Bucher Industries Inc., previous owners - Black & Decker Inc. and Emhart Corporation).• Responsible for all consolidations, performance analyses, and special projects • Prepared budget, strategic plan, and operation review presentations for the corporate office.• Trained operating units to utilize available software productively.• Successfully designed and implemented Hyperion’s PC based Micro Control consolidation package, providing complete and uniform information from operations worldwide, linking local G/L information to streamline process. Fully integrated Lotus spreadsheeting to provide uniform, quality presentations worldwide with no additional effort required from local operations.• Worked closely with Corporate and investment firm in collection/analysis of data during M&A activity

$2.8B industrial conglomerate, acquired by Black & Decker in 1989• Five Year intensive training program.• Spent 8 months in each corporate finance department including Controlling, Financial Planning, Tax, Treasury, and Information Systems plus one year in Internal Audit – both domestic and international and 8 months in the Emhart manufacturing location in Windsor CT.• Audited: True Temper Hardware in Pennslyvania, Mallory Capacitors in Indiana, Bostik Chemicals and United Shoe Machinery in New Zealand, United Shoe Machinery in England, True Temper Sports in Tennessee and Mississipi, and Emhart Industrial Fasteners businesses in Kentucky and Pennsylvania.