• Provide financial leadership for 3 facilities located at 2 sites including supervision of local IT• Developed process specific overhead rates for manufacturing, fabrication and assembly operations after analyzing associated cost and activities• Utilized business unit based budgeting to increase ownership of the P&L by the 5 BU managers. Set up financial reporting structure to publish 2014 verses budget by BU and drive accountability in labor and burden improvements.• Identified scrap reporting deficiencies and implemented improved BU based reporting. • Utilize MAPICS ERP and Prophix financial reporting

• Developed annual and medium term business plan and associated actions to support plan attainment (EBITDA improvement year over year 25% achieved)• Provided Finance and Operations Metrics (KPI’s) to ensure performance to stated objectives – daily and monthly• Ensured accurate forecasting and month end processes, analysis and reporting• Facilitated control environment and ensure effectiveness• Developed required adjustments from UK GAAP to IFRS (GAAP Conversion)

• Provided financial leadership for North America Tank Systems division manufacturing facilities and SG&A (2 US MFG, 1 Mexico MFG, 1 SG&A)• Launched greenfield site in San Luis Potosi, Mexico: Prepare financial justification, ensure expenses consistent with proposal, train local finance controller, assist in hiring facility management (Profitable facility viewed as visualization benchmark)• Screened new business opportunities and review cost and pricing

• Trained, developed and supervised plant finance staffs• Promoted common and efficient tools for forecasting and month end reporting• Facilitated short and medium term financial planning for the facilities consistent with strategic objectives• Supported commercial activities and purchasing analysis - including resin recovery negotiations• Benchmarked cost amongst facilities (US facility to European counterpart)

• Lead plant Sarbanes Oxley Compliance efforts and management self-testing• Ensured full balance sheet and income statement fairly present the operations of each reporting entity (Suspension Modules and Roof Systems)• Fully supported external and internal audit of plant financials and internal controls• Championed month end process improvement. Started with a Hyperion upload on the 4th day, applied lean concepts that resulted in a 2 day close with analysis and Hyperion upload on 3rd day.

• Developed business plan (financial, capital, inventory and operational measurements) and champion performance to business plan• Responsible for plant accounting and controls: revenue, expenses, inventory, fixed assets, and manufacturing performance measurements• Provided training to new Controllers and Financial Analyst (at other sites)• Supported financial analysis to support customer negotiations that resulted in a $1M increase in profit• Member of ERP upgrade team (BPCS version 4.05 to 8.2)

• Managed department of 20 associates, 10% headcount reduction recognized• Supplier development: on-time shipments improved from 84% to 96%• Customer delivery performance at 100% for production and service• Managed EDI, shipping, inventory and release management activities

Managed division’s financial analysis and plant accounting, estimating and pricing purchasing, materials management, and production scheduling