Financial leader for the $700M Components, Helicopter and Accessories business, consisting of 16 domestic and international MRO and manufacturing facilities. Primary responsibilities include directing the organization’s financial planning and analysis, program finance, strategic planning, compliance and new business opportunity evaluation. Partner with Sector President and business unit GMs on short and long-term financial goals and work with business development team to formulate strategy and underlying financial plan. Lead policy development and implementation, transaction processing, internal controls, reporting and analysis, credit risk management, audit support, tax compliance and bid development. Key leader in M&A activities.

Financial leader for the $1B Seating New Equipment business (formerly B/E Aerospace), consisting of 3 domestic and international manufacturing facilities, along with Engineering shared services. Primary responsibilities include leading the accounting and finance activities associated with B/E's manufacturing and engineering operations across multiple sites, international and domestic. Partner with VPGM and leadership team in establishing and implementing strategies, goals, and objectives and serve as a resource/consultant in all financial and business matters. Oversee and direct all aspects of accounting and ensure that finance activities are in accordance with established tax, legal, regulatory, and company procedures. Manage and develop a lean and high performing team of finance professionals, totaling 46 people. Key member of the business leadership team.

Financial responsibility for global manufacturing business in a Fortune 100 environment. Extensive expertise in general management, FP&A, risk assessment, business case analytics, internal controls, working capital, cost controls, top line growth, and people development. Proven track record of top line growth, accompanied by operating margin expansion through organic growth strategies, pricing, and cost initiatives.

Financial leader for the $260M Field Products line of business, consisting of global operations across 60+ affiliates worldwide. Primary responsibilities include: delivering global financial performance to all P&L and working capital targets. Partner closely with Vice President / General Manager to drive commercial growth, rapid expansion of indirect channel marketing strategy, and end-to-end profitability of products in the Field Products portfolio. Drive working capital initiatives, including inventory optimization and receivables management. Develop and maintain budgets, driving accountability and ownership. Lead all financial planning and reporting processes, including monthly/quarterly closings, forecasts, annual operating plan, strategic business plan, and business reviews. Ensure accuracy and integrity of financial results. Key member of the business leadership team.

Business leader responsible for leading and coordinating working capital initiatives across the strategic business unit to drive continuous financial improvements by bringing together functional / business groups to develop new processes and activities.

Financial leader for the $140M Avionics business unit, consisting of 5 sub units. Primary responsibilities included: delivering financial performance by working with each business and strategic unit management. Work closely with VP/GM of the strategic business unit to develop business performance reviews and provide robust supporting financial documentation. Ensure appropriate accounting controls are in place at each business unit by regular inspection and review. Build a superior staff through appropriate resourcing, training and development.

FP&A leader for a $5.5B business with operations in 40+ global locations. Staff consisted of five direct reports with a total global staff of twenty-eight. Provided direct support to Defense and Space President, reporting to VP/CFO for the business. Primary responsibilities of leading the global FP&A and Program Analysis function included driving the development of the annual operating plan (AOP), strategic plan (STRAP), monthly operating review (MOR), formal financial forecasts, and short range outlooks (SRO), providing global program analysis business partnership support to D&S business leaders, building a superior staff, and developing strong financial processes and metrics for the business.

Financial leader for a $400M OEM manufacturing business with operations in 13 global locations. Matrixed reporting to VP/CFO for Business & General Aviation and VP of the customer business team. Primary responsibilities included driving financial performance, establishing controls, G/L oversight in a functionalized environment, and leading all aspects of financial planning and reporting. Provided financial analysis and business guidance for pricing and contract negotiations.

Financial leader for a $400M aftermarket services program. Primary responsibilities included program financial management, receivables, and financial planning and reporting. Financial lead for propulsion engine joint venture. Established method for reconciling joint venture financials, taking 1.5 years out of cycle time, negotiating favorable settlement terms resulting in incoming cash payment of $5M to replenish program reserves.

Financial leader for a $350M repair and overhaul facility. Responsibilities included leading and developing a team of finance professionals, driving financial performance, and financial planning and reporting.

Accounting and analysis roles in Engineering, Operations, and FP&A