• Finance and operations leader for US operation of multi-billion dollar business unit within ~$20B worldwide Fortune 500 public company. • Key business partner to VP Finance & Sales Planning, associated underlying teams, and numerous business leaders in support of the entire US field operation. • Drive annual planning process and forecasting process for US field operation.• Direct preparation of (or in other cases personally prepare) analysis of results, modeling of new/change endeavors, monthly US Field/Vertical operations reviews, and participate in delivery of reviews to senior leadership.• Liaison between US headquarters and field operations.• Partner with Sales Planning and numerous other stakeholders to ensure continuity in strategic planning, financial planning, & operational planning.• Among more strategic responsibilities, currently serve as direct day-to-day finance lead to multiple business lines (Inside Sales & Production Sales).

• Finance and operations leader for multi-billion dollar business unit within ~$20B worldwide Fortune 500 public company. • Provide finance, operations & general business leadership oversight to 13 Area Directors of Finance, field finance teams, & respective Area leadership teams.• Responsible for Region forecast (what is forecasted, action plans, execution of action plans, and accountable for final results).• Prepare and present monthly business reviews to CEO, CFO, Sr. VP of US Operations, and other key company leadership.• Responsible for leading and overseeing preparation of viable annual business plan for each of 13 Areas comprising the East Region.• Business partner to Region VP & GM and the 13 Area VPs in East Region• Regularly interface with Internal Audit and Accounting to validate Sarbanes COSO related controls are functioning as designed.

• Head finance, operations & overall business leader for $170M geographic business unit/entity (“Area”) within IKON (pre-acquisition by Ricoh). • Served as business partner to Area Vice President and full Area team.• Responsible for developing detailed annual business plan including strategies, tactics and ongoing action plans. • During tenure in role, my contributions were instrumental to Area being awarded:o 1st year -- “Most Improved Area” (along with this, personally awarded “Rookie of the Year”), o 2nd year -- “Area of the Year” (along with this, personally awarded “Area Most Valuable Player) -- Over first 2 years revenue +12.3%, OI +58.7%.o 3rd year – “Leasing Area of the Year” – 92% of hardware sales leasedo 4th year -- “Area of the Year” (personally awarded “Leadership Award”)• Accountable for ensuring adequate operational and financial controls are in place and consistently followed/executed. • Owner of all forecasting. Redesigned forecasting process with tight linkage to variety of business activities providing foundation to consistently deliver most accurate field forecast in company. In FY07 quarterly absolute variance to forecast averaged: revenue 1.1%, OI 5.7% -- blended 3.4%. • Negotiated with vendor partners for enhanced cost support to better position for wins of competitive business. Drove process to secure increased vendor contributing cost support from 7.2% of sales baseline year to 12% 1st year, 15.7% 2nd year, 17.8% 3rd year, and 18.1% 4th year.• Served on “SWAT Team”. SWAT Team was designed & engaged to go into underperforming business unit operations across the US, identify root causes of underperformance, develop turnaround plans, then actively participate in ongoing action planning and execution.• Highly engaged in sales activities – account planning, pricing strategy, contract negotiations including customer-facing sales engagements. Served as executive sponsor on numerous key accounts.

• Maintained financial operations and controls responsibility for $539M IMS division (left role related to 2003 integration of IMS into Areas). • Directed project tasked to design and implement Oracle Project Accounting system on expedited schedule. Coupled with this, redesigned processes & procedures resulting in measurable data accuracy improvement, process efficiency, and information accuracy/reliability.• Owner/leader of business unit strategic & annual business planning.• Developed standardized pricing tools and capital investment analysis/decision support tool. • Served as key project team member in restructuring sales contract documents to qualify for sales type lease accounting treatment under FASB13 guidelines & 3rd party leasing source funding (cash benefit).• Developed and drove approach to significantly reduce DSO and vastly improve company cash flow for IMS business line. Approach was to provide customer minimum of 2 invoices; one for contracted base recurring fees (which should flow through for quick payment) and separate invoice(s) for non-recurring fee items.

• Developed and led successful execution of acquired business integrations. Ultimately led migration to consolidated Accounting/Finance Shared Services Centers (Houston, TX & Macon, GA). Consolidation project results: o Enhanced control environment o Consistent & more efficient processes o Net staff reduction from 112 to 86 (-23%) o Day-forward annualized savings of $1.4 million o Project completed: 2 months ahead of schedule, exceeded headcount reduction goals, exceeded day forward cost reduction goals, under project cost budget, all while effectively managing risk.• Led series of process reengineering efforts yielding 32% reduction of manual purchase order transactions; 19% reduction in manual accounts payable transactions; 67% reduction in payroll staff.

• Served on IMS Leadership Council along with business unit President, 6 District VP’s, 3 VP’s of Operations and business unit VP of Finance -- (US & Canada)• Worked on cross-functional teams across the business driving initiatives yielding three year business unit financial improvement from operating loss of $42 million on revenue of $152 million to gain of $23 million on revenue of $420 million (business combinations/integrations included).• Established, staffed, and trained regional accounting and financial services centers throughout United States for IMS. Personally led Philadelphia center (28 employees) and in conjunction for 7 months also led Atlanta center (32 employees). • Actively engaged in customer-facing sales support contract negotiations.• Assimilated acquired companies and internally “split off” pieces into other company existing business operations.• Led IMS division budgeting and forecasting initiatives for supported Regions.