UTLX provides full-service tank car leasing solutions to industrial companies that transport bulk liquids in North America. With the largest and most diverse fleet and the largest repair network, an integrated leasing-repair-manufacturing model, and tank car experience which is both broad and deep, the UTLX team of experts is best-positioned to help our customers obtain and maintain the tank cars they need to meet their business objectives.- Passionately led team of four direct reports and 20 employees total who are responsible for all aspects of accounting, financial reporting, billing, credit & collections, accounts payable, and tax for the largest single business unit (BU) in the Marmon Holdings portfolio- Clarified and enriched financial results with analyses and commentary, regularly presenting to Rail Group and Marmon executive leadership- Managed project to relocate UTLX to a new HQ location while consolidating with seven other BUs- Worked actively with IT leadership to prepare Marmon Rail Group for Microsoft Dynamics 365 implementation across nearly all business units in the Rail Group- Developed and deployed Sales Incentive Plan to drive improved fleet metrics, resulting in YOY pricing +8% to budget and +23% to PY- Completed annual audits with external and internal auditors with no material findings- Performed ad-hoc analyses on many fronts (customer lease buyouts, new build deal pricing, bundling sales and servicing, bridges of operating income and sequential revenue, etc.)- Acted as Compliance Officer for UTLX, ensuring screening of all vendors and internal/external reviews of all contracts were in compliance with Marmon SPIs

O2COOL is a leading designer, manufacturer and distributor of creative consumer products that solve unique problems. Our products are innovative, multi-functional, and Cool by Design. We specialize in cooling, hydration, patio, pool & beach solutions that appeal to the active consumer.- Renegotiated bank line, covenants, and relaxed borrowing base restrictions to help manage liquidity challenges- Established business segment P&L reporting- Led project to select a new corporate office location, managed the buildout of the new space, and oversaw the move, all of which came in on-time and under budget- Renegotiated licensing agreements with all major partners, reducing annual expense by $0.2M- Moved two of the top five customers to more favorable payment terms to improve cashflow- Completed sale of O2COOL to Middleton Partners in late 2018

DLC is a consultancy focused on financial planning & analysis, financial reporting, and financial systems, made up of individuals with Fortune 1000 experience who are Big 4 CPAs and/or hold MBAs from the top 25 programs. DLC consultants do project work and supplement the management teams of our clients.- Managed finance segment of $2B acquisition, integrating accounting, financial systems, accounts receivable/credit, accounts payable, tax, and legal- Led rollout of expense reporting, travel booking, and corporate card programs to Central and Latin America region of $7B company- Expanded Treasury software to incorporate acquisition bank accounts and interface with general ledger- Communicated project status and worked through risks & issues bi-weekly with steering committee of C-level executives

- Played key role in 2012 sale/refinance process – worked closely with investment banking team to prepare the confidential information memorandum, developed exhibits for data room, and fulfilled due diligence requests from potential investors- Took ownership of weekly 13-week cash flow forecast; ensured continual liquidity in tight cash situation- Established $600K vendor credit line with American Express, which created $300K of cash flow- Developed model to determine optimal mix of LIBOR and prime rate borrowings to minimize revolver interest expense- Introduced quarterly rolling forecasting discipline, which provided increased visibility to bank covenants- Streamlined budget modeling to reduce number of files and increase model interdependence- Created decks for quarterly board meetings and periodic town hall meetings; wrote and distributed monthly management discussion & analysis for shareholders and banks- Redesigned new product development model to make go/no-go decisions on proposed new SKUs and to measure performance of new SKUs against projections used to gain approval- Key role in POURfect licensing deal (buy-side due diligence); created master due diligence file for future acquisitions- Analyzed cost/benefit of proposal for new Seattle DC to service Pacific NW customers- Participated in divisional SKU rationalizations; provided SKU-level GMROI analysis to assist in decision-making- Spearheaded projects to increase freight revenue charged to small-parcel customers and analyze LTL freight increase and fuel surcharges- Managed and led career growth of both experienced and novice FP&A resources

- Gained understanding of the business model, took ownership of forecasting process, and presented results to CEO and executive team within ten days of coming on board- Played key leadership role in two phases of the Oracle E-Business Suite (EBS) implementation, specifically driving the development of the G/L & A/P modules and guiding the inventory conversion- Owned capital expenditure budgeting process ($5M annual) and guided executive team through monthly reviews of spend vs. budget & re-forecasting of remaining spend- Assisted with modeling and analysis related to the successful refinancing of the term debt and re-setting of the debt covenants, an action critical to company survival during the recent global economic crisis- Prepared decks for quarterly presentations to the Board of Managers, including creation of comparative financial analytics and compilation / correction of submissions from rest of executive team- Led the annual budgeting process, from creation of the calendar through ratification and upload into Oracle; provided technical assistance / reviewed results with all department owners throughout the cycle- Negotiated significant leases for technology and heavy equipment, allowing $750K of potential near-term capital expenditure (and cash outflow) to be spread out over multiple years- Selected by executive team to lead cross-functional Quality Assurance team of key users; after exit of third-party ERP consultants, this team partnered with the IT organization to deliver waves of significant enhancements to the accuracy, usability, and reliability of the Oracle EBS- Regularly tapped by COO to facilitate cross-functional breakout sessions at company strategy meetings- Completed more than 100 additional high-impact projects for various members of the executive team- Chosen by executive team as the 2009 Marilyn Berman Award winner – the top corporate achievement

- Acted as sole dedicated Finance resource for the great indoors (TGI), a $420MM specialty retail chain- Redesigned the process and technical models supporting monthly forecasting, directed the collaboration of the senior team as forecasts were modified, and chaired the meetings where the forecast was ratified- Developed robust annual planning model covering all P&L lines and worked with leadership teams in Sales, Store Operations, Projects, Inventory Planning, and Marketing to populate and align their plans- Modeled returns and obtained senior management approval for capital projects totaling more than $1M in diverse areas such as store display, IT / physical infrastructure, and material handling equipment- In response to TGI CEO’s challenge to develop initiatives to drive increased sales and EBITDA, submitted idea for one-day customer appreciation event, including pro-forma benefits / costs – event was successful, delivering incremental sales of $5M and EBITDA of $1M- Delivered improved store reporting, including a one-page summary bringing together all key financial and operational metrics – Director of Stores saw significant value and immediately rolled out to all stores- Reviewed monthly financial results and “deep dive” packages with acting CFO of the holding corporation- Developed pitches on TGI results and presented to entire home office staff at monthly town hall meetings- Collaborated with TGI online team lead to create business case for upgrading thegreatindoors.com to an e-commerce enabled site – business case was successful and e-commerce site went live 8/30/07- Leveraging GE experience, volunteered as small-ticket leasing subject matter expert on appliance leasing project sponsored by SHC Chief Innovation Officer – resulting concept was implemented in ten stores

- Analyzed lifecycle ROI of five proposed programs expected to total more than $180MM in deal volume- Managed the staff that prepared all rate cards and approved all exception pricing for two of the business units collectively representing $1 billion of deal volume- Reviewed requests for proposals and master lease agreements to identify and mitigate financial risks- Calculated ROI and reviewed pricing on over 400 individual transactions- Analyzed financial impact of requested pricing promotions across all programs- Performed program profitability reviews on quarterly basis to drive improvement in program economics- Developed integrated planning models for sales ($2B), reserves ($100MM), sundry income ($100MM)- Responsible for planning finance income ($90MM), capital markets income ($150MM), & FAS91 accounting as well as consolidating plans for all P&L and balance sheet lines for all business segments- Performed property tax administration cost analysis that justified a 43% increase in the fee for this service- Scrubbed loss-to-collection data, resulting in a $5MM reduction in 2003 bad debt provision- Designed and built expense reporting architecture in Oracle Financial Analyzer to promote accountability for functional expenses – won highest level of BRAVO award for completing this project- Completed training course and passed Green Belt exam in Six Sigma Quality- Volunteered for lead role on OFA upgrade to 11i, personally completing all database structure conversions and identifying conversion-related issues for parent organization- Mentored members of GE’s Financial Management Program (FMP) as they rotated through the group

- Completed an in-depth analysis of both profitability and utilization by office that resulted in projected annual savings of more than $600K- Designed and implemented a new bonus model for a 500-employee organization which linked incentives more closely to the financial performance of the firm- Managed the staff that prepared all quarterly budgets as well as financial metrics to support quarterly earnings calls with the financial community- Chaired a weekly conference call with the firm’s senior management team to review actual and forecast results; provided commentary in advance of the calls

- Managed projects to develop and install sales analysis software at several Fortune 500 companies- Designed and built pilot projects and software demonstrations to secure new business, supported clients and internal IRI divisions by building custom programming tools and resolving communications issues- Served as the sole technical resource for Central Region Sales 08/95 - 02/96