• Led the purchase accounting and related SEC filing process related to the Spirox acquisition• Drove the integration of Spirox into the Entellus • Developed an organization structure and vision to move the finance to team to a more scalable structure.• Supported revenue and margin as final approver for sales pricing

VP Finance from March 2016 - July 2017Corporate Controller from September 2013 - March 2016• Partner with President and General Managers to achieve business goals• Key team member during due diligence efforts and closing the sale of the company to TransForce• Private equity owned - Key team member in successful filing of S-1 document (IPO filing with SEC), selecting a transfer agent, and beginning set up with NASDAQ - withdrawn upon closing of sale to TransForce• Project managed cross functional team establishing new Lease-to-Own program for owner operators• Co-led a tax savings project that identified $100,000 per year in fuel tax refunds

VP Finance & Operations North America from December 2012 - June 2013VP Controller from September 2011 - December 2012• Quickly assessed Accounting and Finance team and re-structured the group to better support both current needs and future scalability.• Managed the team through go-live of new ERP 1/1/12• Supported CFO and lawyers throughout the due diligence and various transaction related government filings around the world leading up to the merger with Objet.• Successfully led the Order-to-Fulfillment cross functional integration team for EMEA, Asia Pacific, Latin America and North America with a goal of having product of both companies ready for sale in all regions and order to fulfillment processes ready 30 days after closing.

• Elevated the Accounting team and processes that successfully supported their first audit – a three year audit - in support of pending transaction• Supported the CFO during multiple due diligence rounds with multiple potential acquirers. Led the Accounting integration activity pre and post close with our new parent company.

• Successfully expanded a five person team responsible for general accounting into a team of nine professionals responsible for general accounting, revenue recognition, management reporting, and SEC reporting. • Quickly instituted a culture of accountability to monthly deliverables.• Established expectation of team members to understand the business and the operations of MGI, beyond the accounting. • Improved the quarterly SEC filings, shortened the time to filing, and added depth to the technical research and position papers. • Provided the company with significantly improved quarterly disclosure controls• Coordinated integration into acquirer’s ERP system

• Expanded the budgeting processes to include market analysis, competitor discussions, better linking strategy to annual plan, incorporated enterprise risk management objectives in to the planning process.• Improved regional management discussion and analysis included in the internal reporting packages.• Project managed a cross functional team through the negotiation of intersegment agreements and metrics.

Assistant Controller (Systems division); Director Corporate Consolidations; Director Global Accounting/Reporting/Forecasting; Director Finance Operations (Wireless/Wireline division)• Project managed a major paradigm change project. Developed and executed a detailed communications plan to address concerns and build support for the change. Led the core team through many key decisions.• Led the building of an off-shore team in India to manage most shared service transactional functions.• Successfully organized newly created team of 16 people to quickly come together and deliver results. • Guided team of three direct reports and 16 total team members successfully through Hyperion Enterprise implementation, centralization of finance, and creation and definition of this new teams’ role.• Created and continued to evolve a detailed forecasting process, where there was none, which significantly aided the General Manager in anticipating profitability issues and making business decisions.• Led the reduction of the month end close process from 5 days to 3 days. Then reduced the reporting cycle from 13 days to 6 days.• Drove the reduction of companywide management reporting from between 15-20 days to 10-11 days.