Finance partner for Service business within RSS responsible for growing a $3.9B global organization that provides heating, ventilation, electrical, mechanical, fire, life safety, lighting, security and energy services.Developed growth strategies that increased order intake by 10.5% and revenue 6.3% within the first 18 months. Responsible for the investment portfolio ($61M) which includes the development, tracking and monitoring the return of technology, productivity tools, and sales headcount investments.Additional responsibilities include financial and productivity analysis, budgeting, and forecasting.

Strategic finance partner for Smart Infrastructure’s Regional Service and Solutions group providing support to a $2.5B organization that provides system integration of heating, ventilation, fire, life safety, lighting, security and energy efficiency services and solutions for customers in the Americas.Assisted with the development and implementation of growth strategies, and cost reductions which resulted in an increase of 20% growth in order intake and a 54.6% increase of profit dollars raising profit margin from 9.9% to 12.7% within a three-year period.Finance lead for the reorganization of our field organization reducing the number of zones from 10 to 8, including a reduction of 95 headcount and providing $11.8m in annual year over year savings.Led the finance team in the evaluation, acquisition and integration of the Enlighted business unit ($43M in revenue) that provides energy efficient tracking of people and assets.Responsible for the investment portfolio ($24.6M) which includes the development, tracking and monitoring the return of technology, productivity tools, and sales headcount investments.Increased transparency of the division financial performance by creating distributing financial dashboards used by management, operations and sales to improve profitability and increase productivity. Additional responsibilities include financial and productivity analysis, budgeting, and forecasting.

Managed the financial performance of the Control Products and Systems division of Building Technologies for North and South America with $366.7M in annual revenue. Implemented cost controls that resulted in a 15.6% increase in profit with only 1.9% increase in revenue.Developed a staff of 16 including direct responsibility of the financial performance of the manufacturing facility. Staff developed in the following areas: logistics, supply chain, research and developing, financial planning and reporting, international distribution (46 countries) and pricing. Implemented best practices with the accounts the receivables team which resulted in a 7.5% reduction in days sales outstanding (from 67 to 62) and an 80.1% reduction of accounts receivables greater than 90 days within one year.

Lead, managed and oversaw the finance, accounting and business administration duties including: contract administration, accounts payable, accounts receivables, payroll, fixed assets, inventory, and financial analysis of a $187M zone.Acted as a commercial partner to zone management and improved zone operating margin from $25.2M to $34.1M or a 35.3% increase by the third year.Monitored operated expenses and made cost saving reduction recommendations that lead to a $2.6M reduction of operating expenses within the first two years (9.2% reduction). Applied best practices in asset management and reduced net working capital from $23.9M to $15.4M (35.5% reduction) and reduced accounts receivables 90 day past due from $5.9M to $665K (89.8% reduction) within three years.Developed staff of 22 including the Area Finance and Business Administration Manager, Zone Controller, Booking Supervisor, Collection Supervisor and Financials Analysts by participating in the Siemens performance management process.

• Implemented turnaround efforts in a $200M security integrator business to improve division profitability from a loss of $5.1M to a profit of $6.9M within two years.Acted as a business partner to the Division President and coordinated, administered and controlled division financial operations including shared responsibility for the division’s financial performance.Led the finance team through the evaluation, acquisition and integration of Vistascape Technologies.Prepared the annual budget including monthly and quarterly forecasts.Relocated the finance team from Sunrise, Florida to Buffalo Grove, Illinois. Assisted with the migration of accounting systems from Epicor, to Oracle, to SAP.

Established the internal audit function within Building Technologies.Developed, executed and presented the audit plan’s findings to the audit committee. Evaluated the organization’s system of internal controls to ensure that they functioned as planned and that it was updated as necessary to meet changes in operating conditions. Assisted with the development and implementation of Sarbanes Oxley policies and procedures.Participated in a 6 month forensic audit that resulted in the identification of $12M in unsupported balance sheet account balances.Conducted numerous compliance investigations with the findings reported to the compliance committee. Led cross functional audits with guest auditors from abroad.

Evaluated the effectiveness and efficiency of financial, accounting and operational controls and provided process improvements for clients.Performed risk assessments to systematically identify and manage business risks on a company-wide basis. Consulted on best practices in the control structures, technology and other business processes.Conducted audits on a variety of businesses including: Pactiv Corporation, Kellogg, Takeda Pharmaceutical, Tenneco Automotive, Brunswick and ITW Corporation.Trained national and international staff on how to conduct business process risk consulting audits in the Andersen global training facility located in St. Charles, Illinois.

Led monthly and quarterly cost accounting close meetings for a $3.2B cell phone manufacturer including a review of shop order variance, receipt order variance and the monthly roll up of standard costs. Performed quarterly excess and obsolescence calculations for an $84M reserve.Assisted with the implementation of the Oracle Inventory System to PCS.Reconciled 8 accounts, including tooling/dies, cost of sales and lower cost of market evaluation.Worked with the purchasing department to develop and implement a self audit procedure to identify and reduce slow moving inventory.

Responsible for the monthly close activities for the $102M reseller business line.Performed gross margin analysis on over 152 carriers of cellular service.Incorporated accounting and book keeping process changes to accommodate Iridium service.Reviewed and processed payments to carriers of cellular service.

Handled collections for major, local and national clients.Provided analytical services as part of the lending team. Analyzed and provided recommendations on granting credit to corporate customers for cellular service.Reduced past due accounts receivables greater than 90 days to a credit balance.

Identified cellular fraud on customer accounts.Implemented procedures to review and process fraudulent claims.Negotiated fraudulent claims with carriers of cellular service.Reduced the average dollar per claim by 93% within an 8 month period

Resolved cellular phone problems for clients.Developed training program for customer service representatives.