• Gather and utilize financial and economic data to drive positive behavior change internally and in the distribution channel to support revenue and margin growth for the organization• Partner to drive large volume increases with targeted dealers, increasing dealer loyalty and better profitability for all channel partners • Create and model the effects of promotions and discounting for the P&L. This includes operational efficiencies as well as review of sales margin generated from incremental sales, against margin lost from normal sales activities• Own the Sales Inventory & Operation Planning (SIOP) process for the sales function. Use SIOP generated information to strategize and develop effective promotional opportunities to utilize excess capacity to maximize profit• Lead the active project management of distribution changes (additions and terminations)• Sales lead for CRM migration from Salesforce to Microsoft Dynamics• Develop large customer pricing strategies and supporting margin analysis• Work with aligned dealers to maximize system opportunity to create value in the channel through “Power Account” programs• Responsible for pricing deviation approvals for the commercial organization, all product categories• Lead the team to validate the SAP product hierarchy and sales reporting after SAP go-live • Collaborate with Vice President of Sales to create and administrate sales staff incentive plans, aligning company objectives with individual objectives• Partner with marketing team and distributors to create “win/win” scenarios for new product introductions, sample support and inventory models

• Developed standardized reporting that assisted with the AS400 to SAP transition (ability to view trends once on SAP with no history) and bridge the existing multi-system state• Leader of the finance portion of the SAP Go-Live for pilot division• Managed all capital spending analysis with post launch reviews • Main contact for auditors for all Balance Sheet and P&L questions• Maintained cash flow forecasting for group treasury needs• Team leader for the consolidation of two divisions into one large commercial organization while transacting on different ERP platforms• Responsible for strategic plan process and review for board meetings• Responsible for monthly board summary reporting. Assisted with the quarterly board packages for the president divisional presentation to the board• Created iPad friendly reporting for executive staff• Created Dashboard reporting for mid-month updates on financials• Created SharePoint sight for parent reporting, internal reporting, close package and audit work documentation • Implemented standardized account reconciliations and reporting to decrease audit comments

• Assisted with various stages of the SAP project including blueprint, design, integration testing, and user acceptance testing and cutover coverage• Created consolidated bridge from divisional bridges. Responsible for review of all bridge documents before submission• Led turn-around effort for struggling division by working with leadership on implementation of new strategies to turn the business from losing $1 Million to profitable in 24 months• Created the “financial story” for monthly Group Review meetings• Responsible for all communications between French parent and North American division for financial results, reporting and follow up• Created monthly reporting statistics package for North America to highlight KPI’s and results in consistent format across all divisions• Implemented monthly close meeting and package reviews to decrease close time by two days• Developed Operations Review Meetings for the manufacturing facilities and divisions to review results with executive committee• Responsible for coordinating all strategic planning activities and budget activities, including shareholder and executive presentations • Responsible for addressing questions from private-equity investor related to any part of the organization• Coordinated and maintained the monthly and quarterly board presentations

• Member of material rationalization team which created savings of more than $2 Million dollars annually by converting high cost low volume products to lower cost alternatives, reducing non-value added packaging differences. Gained responsibility for the Canadian division and constructed turnaround plan to improve profits by approximately $1 Million in 18 months, increased operating percent to income by 12%• Developed Regional and District P&L to help consolidate and realign business, saving $300 Thousand in expense while improving profitability by 10%• Assisted with implementation of “Lean” Manufacturing for several different processes in various departments• Assisted in $23 Million divestiture to gain strategic focus on chemical business• Worked with operations on financial model that gained a $10 Million account and started a new division

• Managed the transition process of inventory for over 150 SAP retail locations and seven manufacturing locations (over $500 Million in revenue) to Computers Unlimited• Developed sales models for the new company’s six regions that included six-month historical trends by product line and three-month projections that were reviewed by regional management to minimize accounting mistatements• Managed the process of data extraction from SAP to a new management reporting system (Hyperion and Oracle)

• Provided Federal Trade Commission (FTC) with preliminary data relating to a €15 Billion merger, providing detail for market share information at the product line level• Created carve-out financial statements for $600 Million of business to be divested. Primary contact for outside auditors as they performed audit of carve-out financials• Preparation of financials for regional presentations to the Board of Directors to establish budget, growth, and other management targets. Information generated was used to give guidance to the financial markets and Linde Stockholders for future earnings expectations • Nominated to the team that migrated Holox ($130 Million Company with 60+ locations) on an ERP change (JD Edwards to SAP). Implemented activity-based-costing (ABC Costing), and CO-PA profitability analysis (customer / product / site level profitability). Conversion resulted in increased profitability by $10 Million

Helped migrate Holox ($130 million company with 60+ locations) on an Enterprise Resource Program change (JD Edwards to SAP). Implemented activity-based-costing (ABC Costing), and CO-PA profitability analysis (customer / product / site level profitability). Conversion resulted in increased profitability of approximately $10 million.