Responsible for providing financial planning, analysis and reporting for GE Power, requiring an in-depth understanding of the Power industry and businesses, and a good understanding of supply chain operations and commercial markets.

Head of ControllingResponsible for all internal and external analytical P&L reporting, strategic planning and budgeting, sales finance, and operational finance. Managed a staff of four.• Developed and presented strategic plans and forecasts to planning team which included Executive and functional department heads.• Established marketing finance and operational finance Roles resulting in greater control over spending. The marketing finance role included detailed analytics to assess the effectiveness of promotional programs and validate whether objectives of the activity were achieved.• Coordinated SAP implementation for Finance and Accounting replacing a non-integrated system with mainframe components, converting to a standard cost methodology from actual.

As part of the Leadership Teams for Finance, Risk and Compliance and Niconovum (Swedish Subsidiary), coordinate the business requirements of the departments to resources of the Information Management Department• Managed and coordinated the archival of ERP systems at two subsidiaries saving the annual maintenance costs and eliminated the need for four servers.• Led the effort from a finance perspective in the sale of Lane Limited. Coordinated the assembly of the historical financial information and presented to three prospective buyers. After the sale, coordinated the split off of Lane’s company information from the overall SAP system.

Promotion to Director after the integration of Lane Limited into American Snuff. Responsible for all internal and external analytical reporting, strategic planning and budgeting, marketing finance, and operational finance for a multi-location manufacturing operation. Managed a staff of three.• Implemented a cross functional Sales and Operational Forecast Planning process supporting both American Snuff and Lane brands with more than 250 SKU's covering nine product categories. This process improved the financial forecast accuracy by identifying actionable opportunities.• Developed and presented strategic plans and forecasts to planning team which included Executive and functional department heads.• Established marketing finance and operational finance Roles at American Snuff resulting in greater control over spending. The marketing finance role included detailed analytics to assess the effectiveness of promotional programs and validate whether objectives of the activity were achieved.• Coordinated SAP implementation for Finance and Accounting replacing a non-integrated system with mainframe components. This enhanced internal controls and reduced the closing process by four days.• Led the integration of American Snuff into Reynolds American and the transition of American Snuff from a privately held organization to a reportable segment of a publicly traded company.• Process owner for several Sarbanes-Oxley internal controls.

Reporting to the CEO, responsible for all Accounting and Finance functions during integration of Lane into American Snuff and American Snuff into Reynolds American after acquisition. Managed a staff of eight.• Transitioned the accounting and finance roles from Atlanta to Memphis and oversaw the closing of the administrative functions in the Atlanta facility.

Promotion from Marketing Finance Manager. Expanded responsibilities to all P&L activity, strategic planning and budgeting, marketing finance, operational finance, and cost accounting. Managed a staff of three.• Developed an operational finance capability to expand the role of cost accounting and began the evaluation and support of supply chain functions.• Developed standard product costs in SAP and analyzed variances.• Coordinated the development of a Business Warehouse reporting tool to support SAP. This completely changed the internal reporting package and provided management with enhanced tools to operate the business.• Coordinated the documentation and testing of financial processes to support Sarbanes/Oxley requirements of Reynolds American. This resulted in enhanced controls.

Promotion from Accounting Manager. Responsibilities expanded to include budgeting and planning for products sold in 42 countries, and marketing finance. Managed a staff of six.• Established marketing finance function to be embedded within the marketing group to become a trusted partner rather than an adversarial relationship.• Developed marketing spending controls by identifying SAP codes to identify activities and requiring appropriate coding of all spending to specific programs and planned costs.• Participated in the development of marketing programs and implemented controls and program expectations that were evaluated post program.• Member of the team to implement the materials management and product costing planning modules of SAP.

Managed the internal financial reporting, accounts payable, payroll, and was the administrator for the financial and controlling components of SAP. Managed a staff of five.• Participated in the SAP implementation of sales and distribution and inventory control.• Reduced the time to issue internal monthly financial reports from fifteen to five days while expanding the reports to include analysis of key accounts, evaluations of significant changes with notes and supporting schedules.