Corporate Officer for 4 US legal entities reporting into CEO/General Manager. Private Equity Luxembourg (Astorg)owned CDMO.Site leadership while building high performance finance team. Recruited and hired finance team from 8 to 13 during on-boarding. Expanded reporting locally and consolidations into EU entity. Integrated financial forecast into production plan. Establish process for weekly financial projections based on operational status. Created annual plan with quarterly updates for P&L, Cash Flows, Balance Sheet, Headcount and Key Metrics. Developed and created new weekly cash flow forecasting model that is critical due to weekly cash requirements. Expanded finance and site knowledge on cash flow implications to site leadership team. Expanded diverse data sources into monthly financial reporting package utilizing Power BI.

Leveraged CRO/CDMO experience in the Biotech sector. Supported strategic assessment process that concluded with completion of tender offer and merger to private company. Created 3 year total company at the program level forecast that was leveraged during due diligence process. Developed quick relationships with functional leaders that allowed for a joint forecast and creation of the annual budget that tied together spending with clinical trial requirements. Designed and utilized a new forecasting tool that significantly improved accuracy and allowed transparency to the financial forecast. Enhanced Budget vs. Actuals analysis that allowed for better understanding. Approved new spending programs and utilized annual budget for strategic evaluations. Completed GAAP and cash based forecasts. Active member of Product Development Team(s) and weekly business relationship meetings with key vendors.

Enhanced financial reporting and forecasting of RTP Site in a turn-around situation. Work with General Manager during transitional phase that included significant turnover of finance team. Reported to VP, Finance of CTLT (parent company) while providing divisional support to site with 4 divisional P&Ls (BioAnalytical Lab, Biologics Lab, Inhalation & new commercial product launch) & Balance Sheets. Recruited, hired, and on-boarded entire staff of 8 headcount.

Reported directly to CEO. Deliver CRO industry expertise and viewpoints to senior management team and board members. Built a first-ever financial function in a successful family-owned business to a correct level of reporting and analysis for mid-sized company while professionalizing the Accounting, Human Resources and IT functions.Expanded financial processes from simple cash basis to department level GAAP P&L with study level profitability reporting. Established first department level P&L forecast and educated and trained five Business Unit leaders on P&L statements and industry performance metrics. Provide financial expertise and business partnership to five Business Unit VPs (Dry Eye, Allergy, OD&O, Pre-clinical, Quality) who have individual P&L responsibility along with family Board members. Collaborated with CEO/President (family partial owner) on establishment of governance process for business decisions. Elevated Accounting, Human Resources and IT to a valued business partner and brought professional experience to third party relationships for IT, Insurance, and Facilities.- Governance & Board processes - Due Diligence for potential acquisitions- Human Resources - Payroll and Benefits- Creation of forecasting and budgeting process - Creation of Monthly Actuals & Metrics review - Accounting - Financial Statement certification and taxes- Administration

While working at KENDLE INTERNATIONAL (acquired by INC in 2011) established forecasting process to improve financial reporting and monthly forecasting accuracy (Phase II-IV clinical operations coupled with three Phase 1 units). Provided financial leadership and business partner support to the five Brand/OPS VPs (GCD, Biometrics, Late Phase, Early Stage, and Regulatory) who had individual P&L responsibility. Provided divisional support to three Early Stage sites (Netherlands, Toronto, West Virginia). Recruited, hired, and developed a high-performing staff of seven.☐ Due Diligence for potential central lab acquisition – generated financial and operational due diligence for potential acquisitions with Senior Management. Reviewed approximately 600 pages of documents, multiple year P&Ls, Management and Compensation structure and identification of operational issues. Exercise completed for two targets. ☐ Creation of Brand Level business review & forecasting process – launched monthly forecast process for each Brand/OPS VP and Finance Brand Analyst to forecast operational metrics (headcount/billable hours/utilization/rates) to full P&L. Generated a consolidated monthly global Kendle forecast. Included EPS and Street consensus comparisons.☐ Creation of Monthly Actuals review process – created monthly actual review process for each Brand VP and Finance Brand Analyst that includes low profit study identification, utilization rates, and full P&L. Electronic Actuals book (FAB file) created with written commentary by brand for executive management review.

Strategy sessions and business support for founder of acquired private company and future Senior Vice Presidents, PPD Global Central Labs. Established processes that enabled PPD Global Central Labs revenue growth from $40M to $70M & $9M to $24M OP INC between 2005 to 2007. Enhanced financial reporting and forecasting of Global Central Labs (acquired private company) into a division of PPD. Coached three General Managers during transitional phase that included 85% turnover of executive team. Reported to CFO of PPDI (parent company) while providing divisional support to two sites (Cincinnati and Belgium locations). Recruited, hired, and on-boarded staff from three employees to 14 headcount (11 in the U.S. and three in Belgium). ☐ Proposal & Pricing Management – three headcount dedicated to providing quotes to external clients in support of newly formed BD function. Generated $300M or 350 proposals on annual basis with extremely tight deadlines. Introduced and approved controlled discounting logic. Supported the creation of the Business Development group (four employees) with recruitment, commission structure, and quarterly commission payouts.☐ Creation of FP&A role – one headcount, created and established forecasting and actuals reporting package for senior and local management teams that included full P&L, balance sheet, and capital reporting for global public company.☐ Controllership Improvements – five employees, reduced A/R over 61 days from $4.5M to under $0.4M in two years. Zero significant audit issues and created documentation for Sarbanes Oxley compliance related to revenue recognition and control points during closing cycles. ☐ Procurement & Facilities Improvements – five employees, reduced inventory levels from $1.1M to $0.6M with Kanban.

Senior Financial Analyst (1993 – 1997)Financial Analyst (1992 – 1993) Established and improved financial reporting and forecasting of a start-up medical device division for Johnson & Johnson. Rotational assignments every 18 months in various financial support and business partnering roles.