Holding a key leadership role in building a multi-million dollar company from the ground up, I optimize the profitability of a cloud-based software platform for advanced real time location systems, customer intelligence, and behavior prediction. While serving as the General Manager (GM) for the Europe, Middle East, and Africa (EMEA) region, I drive sales and P&L results. Leading and motivating teams in Dubai and India to peak performance levels in sales and project management, I oversee financial modeling, tax/general accounting, legal functions, website development, risk management, vendor selection, and pricing strategy.DELIVERED RESULTS:►Growing the first-wave startup from $0 to $0.5M in Europe, and $0.1M to > $3M in the Middle East. ►Ensuring the company’s viability during COVID-19 by developing strategies for new solutions and expanding technologies from smartphone sensors to multi-technology offerings, including UWB, IoT Sensors, BLE, RFID, and security features.►Enabling entry into new market verticals, such as education and automotive, expanding beyond hospitality and retail.►Opening global business opportunities and improving regulatory compliance by establishing a GDPR compliance structure.►Designing and implementing startup modeling for unit models, financial plans, and capitalization tables.

I transitioned this medical device company’s Financial and Shared Services operations across Europe to a standardized site in Poland. While doing so, I defined all corporate finance processes and policies for accounting, treasury, accounts payable (AR), accounts receivable (AP), quality control (QC), and risk management. I enhanced system alignment, management structure, and human resources (HR) practices. In addition, I identified pain points, conducted root-cause analysis (RCA), evaluated hiring processes, and delivered recommendations that were adopted by executive management.DELIVERED RESULTS:► Reducing baseline operating expenses and positioning private equity (PE) investors to sell the company by driving effective measures. ► Resolving difficult multicultural issues and boosting employee retention after a challenging outsourcing implementation.

Financially owned >$100M P&L for Eastern European locations of this global facility management company, working with multiple currencies and countries. While doing so, I led 15 direct reports and 60+ indirect reports performing accounting, procurement, operational finance, tax, controlling, legal, and commercial functions. By prioritizing clean and transparent balance sheets and P&L reporting, I inspired global policy changes.DELIVERED RESULTS:► Repositioning one of the oldest Denmark publicly traded companies to realize profitable divestiture of local businesses.► Optimizing tax and legal compliance by overhauling internal controls and ending risky practices not aligned with global standards.► Increasing profitability by driving strategic procurement engagement and deal assessment.► Significantly reducing major audit findings, transforming risk assessments, and influencing global accounting policy by improving corporate governance.

I was frequently promoted and won 5 Dell CFO Awards for spearheading global Learning & Development initiatives, providing inspirational financial leadership, restructuring organizations, reducing operating expenses, and overhauling SKU costing process. Throughout my tenure, I’ve been ranked among the top 1% of Dell leaders for staff satisfaction.Controlling the P&L of a business unit generating billions, I led 10 direct reports, 10 indirect reports, and 30 matrix reports across Asia-Pacific, Japan (APJ), North America (NA), South America (SA), and EMEA. DELIVERED RESULTS:► Partnering with R&D to prioritize, allocate, and control the $300M+ budget for Research and Development (R&D) programs.► Defining and exceeding annual financial goals, meeting spend targets every year via continuous program reassessment. ► Driving timely, data-driven decisions by delivering insightful analytics and continuously monitoring performance. ► Identifying and capitalizing on cost reduction opportunities, maximizing return on investment (ROI) of critical initiatives.SIMULTANEOUS RESPONSIBILITIES: 🔷 Chief of Staff for the Commercial Finance Officer (2013 to 2015): I oversaw governance/compliance, championed Hoshin Kanri strategic planning process, and drove staffing strategy for worldwide commercial finance organization.🔷 EMEA Sponsor of Finance Development Program (2012 to 2016): I produced individual development plans for participants and placed candidates into ideal roles upon their graduation.🔷 Finance Leadership Team (2010 to 2016): I instituted and filled this new position to advance the regional learning and development (L&D) agenda. I created and globalized the EMEA Financial Graduate Program.

I drove sales plans and outlooks for a $3B+ organization across Western Europe and emerging markets while controlling overall the compensation process. I held final sign-off authority for major deal/pricing decisions.-Direct accountability for driving sales plans and outlooks for > $3b organization across UK, France, Germany, Western Europe, and Emerging Markets-Oversee > $100m budget for Sales HC-Monitoring and analyzing sales performance regularly and working with team on acceleration or recovery plans-Finance partner to the VP and General Manager of EMEA Enterprise Solutions Group and key member of Regional Leadership Team-Controlling the compensation process-Final decision for pricing and large deal sign-off

While strategizing short- and long-term plans for this $12B+/year operation with 4K full-time employees (FTEs), 45+ department heads, and $1B spend, I oversaw financial planning and analysis (FP&A) for the EMEA region. I managed 8 direct reports and 50 indirect reports, and I spearheaded financial restatements and customer re-segmentations. In addition, I led Finance Community Service initiatives. DELIVERED RESULTS:► Reducing operational expenses (OPEX) 40% by standardizing services and minimizing low-value activities.► Transforming the culture, eliminating redundancies, gaining efficiencies, and capitalizing on synergies while aligning and integrating teams.► Successfully guiding teams through multiple reorganizations, including a 40% headcount reduction.► Delivering the high-impact Business Management System in collaboration with the commercial organization.► Radically improving profit growth and retention by enhancing analytics.► Inspiring and developing employees for internal promotions, and championed diversity and inclusion (D&I)

Acting as a controller of 12 regional call centers consisting of 4K+ employees throughout 6 business units with an annual spend of $150M+, I formulated long-term financial strategies and managed $50M in point-of-sale (POS) revenue. I directed a team of 9 employees and negotiated contracts with third-party vendors.► Shrinking the monthly, quarterly, and annual close time by 3 days each after revamping accounting and the close business processes. ► Saving the company $2M, 10% of impacted spend, by authoring billing policies, enhancing audits, and finding prior-year overpayments.► Lowering the Finance headcount 36% by introducing systematic business management processes.

Controlling up to $150M in spend across 9 manufacturing sites, I forecasted product costs for 100+ platforms across 4 US factories. I earned a promotion to the senior role in 08/2006.DELIVERED RESULTS:► Eliminating 2K+ in annual labor hours by employing Lean Six Sigma methodologies, resulting in role redundancy.► Developing global standardized processes while constantly lowering costs.

-Own Forecasted Product Cost (FPC) for 100 platforms across 4 US factories totaling $882M-Coordinated Worldwide FPC Process across all global regions-Drove all new future product offering cost forecasts for platform succession-Developed Forecast, Outlook and Close Controllership Model for Fulfillment Organization including facility spend and product allocation for 4 sites-Responsible for WW Mfg Governance strategic business cases Chassis Design, Server Blade Fulfillment, Lease vs. Buy, and Volume Throughput Optimization-Built Hourly Headcount Staffing Model including Staffing Level and Job Grade optimization-Integral Member of Financial Infrastructure Development Team-Eliminated Over 2,000 Hours of work per year as part of 2 BPI (6 Sigma) projects-Managed Freight and Logistics Finances for Services and Warranty Parts and Dispatches

-Managed team of 9 (1 Full Time Employee and 8 contractors)-Forecasted and Analyzed Sales, Orders, and Backlog for $8 Billion revenue organization-Owned Sales, Marketing, and Commercial Finance Functional Costs (OPEX) from a budgeting, reporting, and forecasting aspect for 800+ people and approximately $180 Million.-Undertook Concessions Cost Process change and increased spending discipline on Travel and Living, Warranty and Communications and Computations discretionary costs.

-Acquisition Integration Analyst focusing on the budgeting and pro-forma tracking process-Reconciled, trained, and implemented GAAP compliant accounting procedures.-Assisted Global Treasurer with Cash Management and Foreign Exchange Policies. -Closed, maintained, and audited local statutory books for international contracts-Reengineered Receivables, Cash Collections, and Progress Collections processes and improved intra company elimination compliancy-Coordinated accrual estimates and Balance Sheet tracking for Liquidated Damages, Warranty, and Estimated Costs Accrued Accounts-Conceptualized, developed and launched sub-ledger data organization, including programming, training, and implementation of Data Warehousing Solutions-Owned Balance Sheet, including cash flow forecasting and variance reporting