CFO Consultant advising small and mid-sized firms on building toward best practices in a variety of financial capability areas such as revenue management, FP&A, working capital optimization, SKU optimization, procurement, business process improvement & financial reporting.

CFO for privately-held medical solutions group operating in both the diagnostic laboratory and medical/surgical/laboratory wholesale distribution businesses. Key responsibilities include accounting, financial reporting, FP&A, business analytics, treasury, risk management and taxation.

Lead finance executive responsible for driving PepsiCo’s global cash flow & working capital optimization agenda. Develop performance metrics, monthly reporting and working capital optimization best practices. Engage business segments in developing annual working capital optimization plans.• Leadership – Spearheaded PepsiCo’s worldwide cash flow / working capital optimization agenda. Led efforts to elevate organizations focus on and ability to impact invested capital through working capital optimization. Collaborated with leadership teams at Business Unit/Region/Country level to drive tactical plans to delivery capital efficiency and improved cash flow.• Working Capital Optimization – Drove organization’s Cash Flow optimization efforts that ultimately delivered $2B in working capital reduction in first 3 years of program. Successfully executed 2 separate Supplier Payment term extension initiatives. Reduced inventory levels from 45 to 35 days in 3-year through engagement with Supply Chain organization and development and deployment of Global Automated Inventory Diagnostic tool. Improved customer collections by more proactive customer engagement and standardized payment terms. • Forecasting – Drove improvement in cash flow reporting and forecasting through creation of cross-functional task force representing Control, Treasury and FP&A. Streamlined quarterly cash flow performance reviews, providing greater clarity on underlying drivers. Organized and led internal Cash flow forecasting capability review to identify best practices to improve forecasting accuracy.• Manufacturing – Elevated operational capability improvements related to portfolio optimization analysis, forecast accuracy, raw material economic order quantities, batch-size determination and transportation efficiency in overall effort to reduce inventory levels while improving order fulfillment rates.

VP, FinanceLead Finance Executive for Frito-Lay California snack food operations with full P&L accountability. Responsibilities included development of annual operating plan and promotional spend data analytics; develop financial plan to deliver growth targets in market share, revenues and profits. Critical member of Executive Leadership Team that developed and helped execute plans that transformed region from bottom performer to best in country in 3-year period.♦ Strategy – Collaboratively developed strategic plan with Sales, Manufacturing and HR across product offering, pricing, promotion, distribution and marketplace execution. Responsible for developing sales, portfolio and promotional effectiveness insights to support Financial Operating Plan deliver annual sales and profit targets. ♦ Planning – Developed enhanced analytics capability to assess promotional effectiveness by product, price point, bag size and retailer. Capability enabled immediate alignment with Sales organization on promotional pricing strategy to deliver most profitable revenue growth.♦ Productivity /Change Management – Drove improvement in overall Direct-Store-Delivery cost to serve through project management of sales route engineering efforts across region. Drive productivity in sales & distribution expenses through identification and implementation of best practices. Led integration efforts of two California regions; driving harmonization of reporting and analytics while delivering targeted efficiency gains. ♦ Org Capability/ Talent Development – Leveraged zero-base budgeting to identify $1.1MM in savings opportunity as funding mechanism for expanding new hire manager training program♦ Portfolio Optimization – Leveraged data analytics to support shift in portfolio offering to drive increase in full revenue sales mix. Portfolio shift resulted in accelerated full revenue sales growth enabling region achieve top region ranking in sales, profit and market share growth.

Responsible for designing, implementing and overseeing enterprise risk management process for PepsiCo’s worldwide operations. Lead efforts to elevate PepsiCo’s risk awareness Liaise between Divisions and Executive Risk Council to ensure organizational alignment on PepsiCo global risk profile and top risks. Advocate for aligning risk mitigation needs with strategy as member of PepsiCo’s CAPEX Committee. Key accomplishments include:♦ Organization Capability - Designed and implemented PepsiCo’s first Enterprise Risk Management framework to identify, assess, prioritize and establish mitigation plans against key non-insurable risks facing organization. Capability included establishment of Executive Risk Council, Division Risk Committees, risk identification and reporting processes, assessment methodologies and quarterly communication with PepsiCo Audit Committee. ♦ Leadership – challenged organization on risk areas that needed consideration, including global SAP ERP implementation project, single source manufacturing sites, water availability, consumer health trends, ingredient concerns, etc.♦ Control Environment – One of 4 key executives tasked with developing post-Sarbanes-Oxley global internal control and global audit standards

Lead 20+ member department organization overseeing financial reporting, internal controls, accounting policy and JV and Franchise governance for $2.5B international beverage division. Key accomplishments include: ♦ Financial Reporting & Control – Responsible for monthly and quarterly reporting, development of Quarterly MD&A, and internal audit plan to ensure effective control environment and compliance with US GAAP.♦ Business Integration – Led financial reporting staff integration of Quaker Oats/Gatorade international businesses, harmonizing organizational capability, accounting practices and control environment. Establishment of European Shared Service Center in Cork, Ireland.♦ Planning – Reviewed Country-level Annual Operating Plans, ensuring accounting, reporting, financial and control issues receive appropriate consideration. ♦ Productivity/Cost Reduction – Established global shared service center in Cork, Ireland to support Franchise bottler operations while reducing HQ G&A expenses across global operations.