Overall financial responsibility for Prym Consumer USA Inc. North American operations to drive company profitability and transition business to alternative channels. Coordinate financial reporting for U.S. operations and Stolberg, Germany corporate finance.• Lead three accounting and three IT staff to support all business functions to drive business development.• Establish and enforce financial budget consistent with business strategy to meet or beat profitability goals.• Drive positive cash flow by managing working capital terms and inventory minimization. • Develop pricing, order size, and freight cost structure to improve customer experience.• Deploy IT systems to accommodate E-Commerce growth initiatives.• Manage financing through Covid-19 crisis with C.A.R.E.S. loan assistance. Achieved $1.8M forgivable PPP loan.

Overall financial responsibility for Wayne-Dalton Ohio manufacturing operations including the flagship Mt Hope plant within the $1.1B Access System Division. Plant P&L consolidation and interpretation to provide cost improvement direction. Systems development to integrate divisions and support product rationalization / standardizations programs.• Lead financial team to oversee four manufacturing operations within the Wayne-Dalton division. Developed plant budgets, standard product costs, and P&L's to provide visibility to variances. Tied KPI's to budget spending to drive profitability. • Integrate division operations and rationalize product offerings to maximize efficiencies. Standardized platforms to reduce changeovers and obtain material volume discounts.• Improved product cost accuracy by performing studies to stratify cost to drive competitive pricing strategy.• Establish and implement KPI's to optimize labor efficiencies and reduce scrap. Reduced labor by integrating / streamlining assembly and window routing and cached product. Reduced scrap by 15% by minimizing changeovers through schedule optimization.• Guided annual capital spending of $5 - $7 million to achieve 20% IRR projects.• Reduce obsolescence by repurposing materials and components Recovered $320K through scrap section sales.

Overall financial responsibility for rapidly growing business in the U.S. and Canada. Lead role to build organization and systems to support new business segments.• Led the SAP implementation team for the finance area.• Direct an accounting staff of twelve to implement financial reporting and associated systems to accommodate new business segment growth.• Develop web-based accounting tools to service digital streaming business.• Government contract sourcing administration (Counties and Municipalities).• Major media vendor account management (Disney, Paramount, Universal, 20th Century Fox, etc.)

Member of a three person executive team to identify new business segments and turn around strategy to return the company to profitable levels. Develop strategy to transition business ownership with management equity participation. Staff of 70. • ·Assumed General Manager responsibilities to oversee total company including operations, engineering, finance, IT and materials management. Full P or L responsibility. • Develop financing strategy to facilitate dual operation manufacturing conversion to state-of-the-art CNC manufacturing environment.• Develop financial reporting and analysis and streamline information systems to deliver management information to support strategic decisions. • Design organizational structure, incentive systems and employee benefit offering to provide efficient and cost effective human resources.• Implement Made 2 Manage job shop ERP software to optimize productivity and streamline administrative processes

Key member of the executive team to lead a global financial and IT staff of 16 professionals to turnaround the company and expand the business internationally. Create infrastructure to facilitate new and emerging market growth as well as existing market penetration to take the company from $35M to $75M in sales and restore profitability to acceptable industry levels in 5 years. • Lead finance and IT teams to implement world class financial reporting systems to facilitate the strategic plan.• Design and develop key metrics, balanced scorecard, and related incentive plans to drive profitable behaviors.• Consolidate plant operations and divest equipment division and other assets to improve cost position and free-up $5M in cash for alternative investment. • Restructure corporate entities to optimize treasury functions and tax position. 5-year tax holiday qualification.• International experience includes; China, India, Thailand, U.K., Czech Republic, Canada, Philippines, Japan.

Director - Financial Planning and Analysis (2002-2003)Responsible for top level financial reporting and interpretation. Prepared and delivered financial presentations to executive team. Provided decision support for new product and business development. Managed 2 senior analysts.• Directed budgeting ($450M) and forecasting processes to establish, drive and exceed financial goals, measure progress, and predict future results. Exceeded 2002 company profit goal by 8%. • Implemented market-based financials which improved key markets and accounts by 23%. .• Implemented new processes and procedures to streamline and error proof financial reporting functions.• Identified and championed cash flow improvement initiatives. DSO 37 to 29, DPO 19 to 25. Reduced no-charge activity by $900K.

Finance Director - Operations (2000-2002)Oversaw all financial functions for 11 manufacturing facilities and 10 service centers. • Led corporate/plant cost accounting staff to improve product cost accuracy to identify and eliminate unprofitable products. Identified causes and reduced shrinkage by $5M.• Designed/implemented service center financial reporting which improved operation productivity 12%. • Promoted change to an integrated JD Edwards ERP system which eliminated transactional waste. • Defined performance metrics and promoted Six Sigma initiatives to identify process variation.

Manager - Mold Operations Administration/Controller (1995-2000)Managed Tire Division Mold Quality Assurance staff. Served as multi-plant Controller. Managed 2 plant P&L's, A/R, A/P, Payroll, IT. Responsible for tire division global mold procurement.• Co-directed tire mold production start-up facility that achieved profitability in 3 yrs.• Developed linear programming models to achieve optimal product mix to increase capacity by 20%. • Reduced product development lead-time by 12 weeks to achieve speed-to-market goals.• Implemented integrated manufacturing and financial system leading to a self-directed workforce.• Introduced new mold technologies for increased mold life, reduced cure time and improved product quality. • Led acquisition integration committee, which merged divisions and spearheaded operation turnaround strategy that reduced costs and improved retread mold profitability by 35%.

Coordinated $500M Tire Division operating budget. Directed staff of 4 professionals that performed operation analysis, monthly plant closings, and internal reporting for 6 manufacturing facilities within Tire Division. • Led team that reengineered processes to improve reporting efficiency, accuracy, and depth. • Formulated manufacturing costs for annual financial plans and subsequent updates.• Developed flexible budgets and expanded cost allocation systems to enhance variance analysis.

Senior Budget and Operations Analyst (1992-1993)Directed Budget Department staff activities including coordinating uniform plant performance reporting systems to meet internal and external requirements.• Key role in design and implementation of an activity based cost system.• Developed methods to provide automated information for management decision support.

Cost Analyst - Strategic Planning/Financial Planning (1990-1992)Prepared Tire Division short and long term financial plans and forecasts. Performed capital expenditure cash flow analysis, customer profitability analysis, acquisition analysis, and special operations financial studies.

Financial systems design and implementation

R&d and Akron facility accounting