KARL STORZ Endovision, Inc. – manufacture and distributed endoscopes, medical instruments, and devices as a global market leader. Product range include endoscopic instruments for human medicine, veterinary medicine, and industrial endoscopy products. At the front of fiber-optic and video innovation within the industry – most recent developments now include digital documentation systems and comprehensive operating room concepts. As a system supplier, the company combines its expertise in endoscopy with software solutions to achieve integration in the operating room and to support clinical process and resource management.Member of the management and core team. Responsible for all accounting, cost accounting, payroll, financial reporting, treasury and finance functions. Preparation of the monthly and year-end financial statements and responsible for establishing an appropriate system of internal accounting controls to safeguard the Company’s assets. Prepare and review investment plans, profitability/ efficiency agendas, and evaluation of the economic impact of pricing, production and investment portfolio.

Senior Finance Director: Finance Business Partner for the Phase II-IV Clinical Operations | Controller Corporate Functions (SG&A)―$1.3bn divisional revenues and circa 11000 headcount. Managed high and profitable growth over nine consecutive quarters and improved cash flow. Optimized the capital investment and SG&A portfolio. Accomplishments include: - Established a lean and agile FP&A organizational construct—central strategic planning processes, enabled accurate, actionable and predictable forward looking performance standards inclusive of value options and risk profile. Led reviews with Senior Management the CFO, Investor relations and Auditors - Influenced profitable growth— nine consecutive quarters. Partnered with Clinical Operations to drive first time quality, normalized roles, mitigated project leakage, set utilization targets, simplified roles/ workflow to reduce handover and increase line manger scope of control. Monitored effectiveness in study start-up, site visits, data base locks and quality events - Initiated investment portfolio governance capital—led end-to-end investment review process, chaired by the COO, supported by qualitative and quantitative due-diligence for purposeful prioritization. Resulted in a shift from traditional maintenance projects towards strategic innovation, growth, and compliance programs—targeted return on new invested capital in excess of 15% - Benchmarked efficiency and consumption of the Corporate Functions (SG&A) portfolio ~$390m. Re-directed funding to Quality, Marketing, HR and Clinical Applications, funded by offsets from Facility utilization, IT Infrastructure, Procurement and optimizing Finance and HR shared services support

Interim CFO for venture CAMS (complementary alternative medicine) group - NGO (non-governmental organisation) entrepreneurial advice in two disadvantage communities- Interim to allow for early intervention rehabilitation program for our son

Business Partner and Global FP&A lead for R&D, Manufacturing and Business Technologies. Responsible for reporting, planning, investment, M&A integration—cumulative circa $0.95bn

Sr. Finance Manager FP&A EMEA Technology – Sandwich, Kent, United Kingdom – 2002 to 2006: Hired to establish Finance for IT in Europe—planning, reporting and allocation of ~$200m. Led the integration to oneIT division from 1 R&D site, and 28 Manufacturing plants, across Europe and Puerto Rico

SAP/R3 implementation for Tetra Pak International

- Audit assurance- Controller at Atlantic Packaging