Led company through tremendous organic growth to revenues in excess of $580mm through successful exit to multination strategic buyer.During tenure: Revenue CAGR of +14%; EBITDA CAGR of +29%, Revenue increased 48%, Orders increased 67%, Backlog increased 173%, EBITDA increased 113%.1.Consolidated valuation increased from ~$250mm to $850mm, with all organic growth.2. Led restructuring shedding ~$100mm of legacy liabilities and increasing consolidated valuation $150mm.3. Led refinancing exchanging $375mm public corporate bonds for private bank debt.4. Led sale/leaseback of real estate assets reducing debt load $60mm.5. Reduced unprofitable operations, shuttering China operations and divesting Quebec facility.

Report directly to the CEO, dotted line to PE Managing Director of this $140m auto parts manufacturing business with 14 separate financial statements in two countries. Reported financial results to the BOD twice monthly. Inherited business recently delisted from NASDAQ, under SEC investigation, multiple IRS audits, embroiled in a shareholder lawsuit, historically unprofitable and cash negative, and never closed the books on the prior year’s financials. Worked with the executive leadership, PE management, and outside counsel and consultants to resolve all the above matters, resulting in a business that emerged profitable, cash positive, and progressed into the acquisition phase of its life cycle. Rebuilt & currently lead the North American Accounting, Finance, & Continuous Improvement Teams. Responsible for all Financial Aspects of company including: Accounting, Finance, Treasury, Tax, Risk, Internal Controls.Provide strategic leadership for the financial restructuring of the business instilling an entrepreneurial culture. Consolidated a decentralized structure to an efficient consolidated structure: $1m annual cost savings. Project included accounting system conversion from multiple QuickBooks GLs to single GL of Microsoft GP. Reworked all business processes. Renegotiated all business insurances resulting in $650k annual savings. Implemented 5-Year Planning process along with annual budgeting and monthly forecasting processes. Successfully managed relationships with Board of Directors, Asset Based Lender, outside auditors, vendors, & customers. Established an intricate daily cash forecast model that enabled the managed growth of the business.

Consolidated five companies into one. Met all time and goal objectives. Led the finance, accounting, treasury, human resources, and payroll departments across N. America for this $250m food warehousing and distribution business. Identified, refined, and implemented comprehensive KPIs to facilitate managers in leading their portion of the business. Managed treasury function to reduce cash conversion cycle by 22% in first year. Led the post-merger integration of five operating companies to one. Reduced ERP systems from six to one. Instituted comprehensive policy overhauls including capital spend approval and tracking, travel and entertainment practices, and numerous other corporate programs. In first year of employment, consolidated ten health insurance plans to two, across eight states, three 401(k) plans to one, provided comprehensive benefits packages to over 3,500 employees. Reduced cost by $1.2m annually. Assisted with the securing and management of property, casualty, worker’s compensation insurance. Reduced cost by $0.9m. Reduced annual audit adjustments from multiple material adjustments to zero. Revamped the annual budgeting process to engage all functional areas in the development of their annual goals. Reviewed, approved, and executed all contracts for the entity. Provided strategic financial input and leadership on decision-making issues affecting the Company (i.e., growth, new markets, and evaluation of potential alliances, employee benefits, retirement plans, and investments). Optimized the management of bank and deposit relationships and initiated appropriate strategies to enhance the Company’s cash position on a broad overall basis. Coordinated with appropriate legal counsel relating to financial, corporate governance, and risk assessment matters.

Contributed to the turnaround of the organization with significant progress being made the first fiscal quarter employed with the organization. Implemented cost savings programs that increased EBITDA in an decreasing market environment. In first year, EBITDA increased 15%. Responsible for all finance activities within this international manufacturing company with sales of $200MM, two U.S., and one Mexican factory. Responsibilities include internal financial reporting, internal controls, financial analysis, budgeting, payroll, tax and insurance compliance, sales accrual analysis, standard costing, customer and product profitability reporting. Lead strategic planning efforts company-wide, including developing innovation reporting and risk mitigation strategies. Provide the senior leadership of the company the appropriate quantitative tools to measure and improve performance while concurrently providing qualitative decision guidance. Support the OpCo in the assessment and implementation of strategic decisions. Report directly to CEO with dotted line reporting to the divisional CFO. Autolite is part of the UCI-FRAM Group, a $2+billion global business within RANK Group Limited.

Promoted to this position within the $1.2 billion division of a $5.0 billion company with a presence on 6 continents. First year's impact included the increasing of margins in excess of $6.0mm.Financial leader responsible for of margin maximization and overall pricing strategy for the $300 million Baked Cakes and the $200 million Dry Mix categories. Was integral in adding over 1600 basis points to the margin of the product categories.Instrumental member of a cross functional team tasked with recalibrating the company's most important product lines. Provide direction to the category team by connecting the following business activities to category profitability including:Manufacturing capabilitiesCost structureCompetitive set and capabilitiesProduct offeringFormulation advancementPricing strategies Key responsibilities include:Provide long term vision for the category and implement a strategy to achieve the visionTranslate & align category strategies with financial goalsDevelop category pricing architectureTrack and measure financial impact of marketing and R&D programsDesign pricing strategies to shift business to areas of highest profitabilitySupport forecast, budget and planning process for category function

Financial controller of this $1.2 billion division of a $5 billion publically traded international food products company. Manage Financial Analysis, Accounts Payable, Accounts Receivable, Trade Spending, Budgeting, Forecasting, and General Ledger accounting departments. Supervise a diverse staff of 8 and a department of 16. Reduced the month end close process from two weeks to five days while concurrently increasing the reliability and integrity of the financial results.Ensure timely and favorable audits from outside audit firms, government entities, and internal auditors.Department won CSM’s annual working capital award, surpassing forty sister companies in first year of employment.Part of a team implementing a new ERP system, ensuring the full integration with all facets of the company’s operations.Completed the 3-month CSM management course, a course reserved for individuals identified as on the executive track.Ensured the company’s compliance with U.S. and international accounting standards, with the European version of Sarbanes Oxley, and with numerous government regulations.Actively participated in the merger and subsequent integration of four diverse companies into one unit, a process that merged five ERP systems and four GLs into one ERP system and a single GL.Responsible for consolidating, reviewing, and reporting the periodic financial results for four separate operating companies. Also responsible for the reporting of capital spending, return on innovation, KPIs, and numerous other non-financial metrics.Ensure balance sheets of all operating companies were fully reconciled in a timely manner.Provide financial support to multiple departments including sales, marketing, administration, R&D, and HR with capital projects, spending analysis, budgeting, forecasting, and other financial and non-financial analysis.

Participated in the founding of this holding company that owned three other companies. Directed the subsidiary companies from infancy to multi-million dollar size. Participated in all facets of the business including marketing strategies, operational procedures, financial reporting, and many other areas. Ensured profitability and future fiscal soundness with every decision.

Director of Finance at the headquarters of this highly leveraged, privately held international manufacturing company. Led all financial facets of the company including payroll, accounts payable, month-end board and bank reporting, annual budgeting, taxes, foreign currency translations, currency hedging, forecasting, supervised the annual audit, and numerous other areas. Managed, at its largest point, a staff of 9. Controlled the cost accounting systems, approved all capital expenditures, created and managed a total budget in excess of $100mm, and regularly presented to the executive staff. Worked in conjunction with the executive staff to ensure all significant management decisions were fiscally sound. Increased the expectations and consequently the deliverables of the department, revamped and created new executive and Board of Director reports that allowed a more concise and accurate understanding of the business. Enabled the company to succeed despite the external pressures of increasing global competition, rising raw material costs, fluctuating exchange rates, and increasing interest rates.

Supervised all financial aspects related to the running of a cereal plant, flourmill, grain elevator and distribution center. Oversaw the local IS and purchasing departments. Managed, in total, a staff of 5 and a department of 12. Worked in conjunction with facility managers to ensure all management decisions are financially sensible. Directed the payroll in these unionized facilities, controlled the cost accounting systems, approved all capital expenditures, created and managed a total budget in excess of $60mm, and regularly presented to visiting executives. Obtained a grant from the Governor of New York for $1.5mm for the cereal plant, the largest in the facility’s history. Introduced innovative communication tools allowing all employees to be knowledgeable in the overall health of the facility.

Responsible for all accounting and financial functions for seven multinational manufacturing facilities and one distribution center. Leader of a team involved in the acquisition of a multimillion-dollar Mexican manufacturing company. Constantly reducing costs, improving efficiencies, and maintaining excellent control of inventory. Managed all assets in these facilities including inventory, machinery, equipment, vehicles, offices, warehouses, distribution centers, and manufacturing facilities. Total asset responsibilities exceeded $100mm. Entrusted with the creation of the production plan and absorption model for the entire company. Also ensured consistency in cost standards across numerous production facilities.Member of the company’s Global Business Team, responsible for introducing new products and decreasing production cost. Regularly travel internationally. Earned Green Belt certification in Six Sigma processes.