My time at Renovation Brands was very interesting. I was fortunate to join a small founder-led direct-to-consumer company with 4 brands and get to participate in its transition to a CEO-led company with 8 brands. During my time the company had strong organic growth and acquired 6 businesses and grew revenue and EBITDA over 6x. For my first 5 years at Renovation Brands, I led FP&A with core responsibilities including budgeting, forecasting, and significant ad-hoc analysis. To support the businesses I led the buildout of a team of 4 to provide strategic and operational support to Renovation Brands GMs. During this time we transitioned Renovation Brands from an assumption-driven company to a data-driven. In addition to core responsibilities we also acquired 6 subsidiaries and implemented NetSuite at 4 of them. All this culminated in a successful sale of Renovation Brands to Comvest Partners a large middle-market private equity firm. FP&A Key Projects* Built team of 4, 2 financial analysts, 2 financial assistant* Led cross-functional team in implementing purchasing controls that resulted in a 1.2% decrease in COGS* Led add-on acquisition of one subsidiary's second-largest supplier. * Developed template to drive capital project decisions by the time value of money metricsKey WordsDirect to ConsumerEcommerceNetSuiteSQLFinancial ModelingForecastingM&APythonFinancial ManagementPricing OptimizationGoogle Analytics

My 3 years with Constellium were a very interesting and active time with the company. Fortunately, this was a great foundation for a career, and allowed me to gain exposure to a variety of areas and situations. When I joined Constellium (Wise Alloys at the time) as an accounting intern I was fortunate to be part of a team that really supported interns learning. During this year I worked rotations in Accounting, Treasury, and Metal procurement. This provided a solid baseline in Accounting, Cash Management, and Purchasing/Commercial contracts. Wise Alloys also was in the midst of an SAP implementation and I was able to support various testing and implementation activities, as well as help, reinvent various closing and procurement processes post-implementation. I was fortunate to then be moved into a staff accountant role. As a staff accountant, my primary responsibility was tracking and accounting for our metal contracts and their related derivatives. During this time we had a vacancy in our primary metal coordinator role and I was fortunate to get to fill in for that giving me exposure to logistics and vendor management. Additionally, Wise Alloys was also in the process of being acquired by Constellium at this time so I was able to gain exposure to the sale by supporting post the confirmatory diligence request. After the acquisition, I was promoted to FP&A analyst. As an FP&A analyst, I maintained responsibility for accounting for metal purchases but was also tasked with supporting our transition from a private to a public company. I support this task by working with technical accounting experts to develop closing processes that were both GAAP and IFRS compliant. Additionally, I was the SOX process owner for Inventory Valuation. We achieved SOX compliance in 9 months, quicker than all other Constellium plants.Key Words: SAPSOXInventory AccountingProcess ImprovementFinancial Modeling Cash Management Vendor ManagementCommercial Contracts