Craig Putz Email and Phone Number

• Executive Leader at MPG supporting strategic growth and finance transformation• Lead Finance Team of 15 across FP&A, Controllership and Treasury functions• Lead Procurement Team of 8 driving direct/indirect spend and logistics• IT Team of 10 across Support, Infrastructure, Security and Business Development

• Direct finance team of 16 leading the Treasury, Cash Management, Insurance, Credit/Risk, AP and AR functions.• Led new financing efforts through MTN issuance, private placements, sale-leaseback financing and bi-lateral arrangements.• Manage relationships with Rating Agencies (S&P and Fitch), Insurance (GL, Workers Comp, Property, Cyber and Auto), and Banking (financing, cash management).• Manage Investor Relationship for company and led road shows to expand investor base for MTN issuance.• Manage investments and governance around all retirement plans (Pension, 401k and Executive Deferred Comp).• Lead business development efforts including acquisitions and divestures.• Optimize AP and AR functions through process improvements and technology implementations (Concur and Esker).• Implemented new credit review and collection process to effectively manage risk while focusing on responsiveness to business needs/growth targets.• Led 4 phases of Oracle Cloud implementation (Bank Interfaces, Planning/Forecasting, AP/AR and Vendor/Customer Management).• Developed the ESG program at TTX and continue to lead the initiative• Finance representative to two key company committees: ERM (Enterprise Risk Management) and PBC (Pension Benefit Committee).

• Directed finance team of 17 leading Corporate FP&A, Cost Accounting, Operational Finance, Pricing, Shop Controllers, Corporate G&A, IT Finance and Finance Analytics.• Led annual plan and quarterly forecasts for the entire company and subsidiaries, including the full P&L, cash flow, balance sheet and pitch to the Board of Directors.• Managed operational finance teams and full P&L, including oversight of pricing, annual maintenance, manufacturing/fabrication, inventory and capital spend.• Drove company-wide initiative to drive consistency and key metrics across all segments for planning and reporting. • Implemented new company wide financial planning system (SAS FM) along with SAS based analytical toolset.• Partnered with senior leadership to drive controllership, productivity and operational excellence across the organization.

• Directed finance team of 7 leading Cost Accounting, Shop Controllers and G&A/IT Finance.• Directed all planning, closing and reporting aspects of Cost functions, including maintenance, manufacturing/fabrication, IT spend, and inventory management.• Led company-wide initiatives to drive controllership, productivity and operational excellence across the organization.

• Directed Corporate FP&A team of 3 in Chicago and 5 in India.• Led Financial Planning & Analysis (FP&A) for full P&L and balance sheet , including forecasting, budgeting, planning and closing.• Responsible for all reporting and analytics to GE Capital to consolidate the broader financials of the company. • Led business development efforts including acquisitions and divestures.• Partnering with Corporate Treasury, coordinated match funding of capital purchases and implemented alternative financing through securitization.• Communicated financials and strategy across various levels of the organization, including the quarterly all-employee meeting and to senior executives at GE Capital.

• Directed Commercial Finance/Pricing team of 5 in Chicago and 9 in India.• Commercial Finance Manager for revenue, pricing, operation plans, monthly/quarterly estimates and monthly/quarterly closes.• Responsible for the deal structuring, pricing strategy, commercial analytics and financial reporting of revenue.• Partner with the EVP of Sales to drive strategic growth through customer trends, market analysis and understanding of customer CTQs. • Developed and implemented an analytics portal to better understand margin and profitability trends starting at the segment level all the way down to the individual contract. • Driving efforts to develop and retain key talent, while still driving productivity and innovation.

• Managed all aspects of GE’s 30,000 tank and pressure car fleet. • Provided costing, operational budgets and financial analysis for deal structuring. • Analyzed market conditions to maximize total fleet utilization.