Toray Fluorofibers (America), Inc. (TFA)—a member of Toray Group, an integrated chemical industry group developing its business in 26 countries and regions worldwide—is the sole global producer of matrix-spun polytetrafluoroethylene (PTFE) fibers. TFA’s proprietary matrix-spun process ensures the highest quality and most advanced PTFE fibers available anywhere. They possess unparalleled friction properties, an outstanding service temperature range (both hot and cold extremes), excellent chemical resistance (virtually chemically inert) and a multitude of diverse processing possibilities.

Led all finance and administrative functions including Accounting, Financial Planning & Analysis, and Information Technology. Member of Executive Committee.

Directed Controlling and Financial Planning & Analysis for the leading full-service security and resiliency solution integrator. Developed financial models, scorecards, internal controls, processes and policies to support profitable growth.Drove business improvement initiatives through disciplined analyses, process mapping, and resource allocation.ELITE provides systems and services, integrated into solutions, for the protection of important industry sectors including critical infrastructure, government, commercial organizations, people and facilities.

Led Annual Operating Plan and Process Improvement initiatives for the Personal Care division of a $900M global supplier of polyethylene plastic films, polyester films and aluminum extrusions.

Utilized Agile Scrum framework to develop accounting solutions in support of new product offerings at a $27B diversified bank.

Led all Operations and Business Finance functions for premium consumer products division of $5B global optics leader. Member of Executive Leadership Team.• Drove process improvement culture across company by modeling the use of data-driven methodologies.• Improved Customer and Consumer Experience through simplified Product Returns Process; Automated Customer Notifications; and Shortened Warranty Repair Cycle Time.• Launched Sales & Operations Planning (S&OP) process, generating 15% reduction in Working Capital through improved forecasting and focus on slow-moving inventory• Improved Process effectiveness and efficiency by driving better utilization of ERP (SAP) tools. Evidenced by continuous improvement in Order Processing; Purchasing; and Inventory Management while at same time reducing Full Time Equivalent headcount by 10%• Reduced Past Due Receivables by 65% - in a down market - through disciplined credit management and strong customer relationship skills• Successfully executed corporate strategy to consolidate offices by motivating team to document processes and train new colleagues, while also driving project to transfer distribution center operations to 3PL provider

Directed all Finance and Operations functions including Accounting, Consumer Repair, Credit, Customer Service, Distribution Center, Facilities, Financial Planning & Analysis, and Supply Chain for rapidly-growing consumer optics company. Local liaison to Corporate HR, I/T, Export Control, Tax, and Legal leadership.Led cross-functional teams to develop and execute business objectives. Designed and implemented process improvements across all business functions, increasing efficiency in resource-limited environment by applying strong analytical and problem-solving skills. Delivered solid earnings by eliminating waste and improving productivity• Established KPIs and results-oriented focus across all company functions• Implemented Sales Terms & Conditions Variance Review Process, increasing team focus on ROI discipline while stemming margin erosion• Simplified Margin Analytics package, highlighting improvement opportunities by channel & customer• Introduced and led Financial Planning & Analysis function, increasing organizational awareness of drivers for financial success• Identified and eliminated unproductive expenditures, enabling 12% reduction in Operating Expenses• Increased Warehouse throughput by 1.5 days/month by optimizing physical and ERP (SAP) receipt of incoming goods• Reduced month-end Accounting cycle time by 2 days through process mapping to identify and eliminate bottlenecks• Improved business sustainability by securing favorable results in Financial (Internal and External); Insurance; and Security audits.

Led revolving portfolio of 4 projects delivering earnings improvement through price increases, share gain, or greater process efficiencies in the Nomex®, Kevlar®, and Tyvek® businesses. Guided global teams of 3 -12 people through disciplined analysis, recommendation, and execution phases.• Contributed $650K+ of recurring earnings by combining project management skills and Six Sigma tools to establish new price structure in competitive market segments and to improve internal processes for product launches.

Drove global business strategy for key growth segments in Alternative Energy while leading processes to ensure regional execution of plans. Organized efforts of Sales, Marketing, and Technical teams across 5 regions, developing and executing Marketing Plans. Directed development of marketing materials demonstrating value proposition of new offering.• Established sustainable process for testing and revising global strategy, installing foundation for business with $20M potential in 5 years.• Improved competitive position by launching 1st new Nomex® paper product in 3 years; directed global cross-functional team through disciplined use of milestones.• Increased sales in Hybrid / Electric Vehicle market 35% by mapping global value chain, assessing position at key targets, coordinating web-based marketing materials supporting value proposition, and directing global resources to meet regional needs. • Strengthened brand recognition down the value chain through creation of web landing pages; design of webinars; and coordination with corporate automotive marketing campaign

Set business strategy for base $23M North American Motor Insulation business within the Nomex® portfolio. Shaped expansion into global Alternative Energy market by researching opportunity and providing strategic direction to 5 regions.• Established foundation for growth in North American automotive market by identifying key decision-makers, trends, and market needs. Created relationships throughout value chain, strengthening business credibility while gaining critical market intelligence which empowered increased sales.• Executed dissolution of complex $10M business partnership. Through negotiation and communication, maintained relationships with former toll manufacturer / sales agent, and with broader marketplace, ensuring no disruption in service to the market. Directed all financial transactions and accounting entries.

Directed all finance functions of diverse businesses with $650M+ in global sales. Served as primary liaison with corporate finance centers of Tax, Auditing, Accounting, and Credit – along with joint ventures in Hong Kong and Japan.• Secured profitable growth through sound capital allocation. Drove strategic business decisions via risk analyses, including capacity expansion and action plans vs. emerging in-kind competition. Led financial analysis used by the Office of the Chief Executive to approve $100M+ in capital funding for multi-site capacity expansion.• Directed annual global budget process, including working with business leadership team and gaining alignment, reporting numbers to Corporate offices, and loading databases. Coordinated activities of 2 direct reports and network of global analysts, accomplishing all tasks on-time. • Prepared Global Business Director for monthly interactions with Vice-President by providing qualitative and quantitative analyses of financial variances, along with recommendations for improvement.• Guided all financial activities of $10M business, including establishment of inventory control processes at third party and the dissolution of toll-manufacturing and contract sales models.• Strengthened business reputation by leading Sarbanes-Oxley 404 implementation as control owner for Revenue Accounting, with strong audit rulings • Designed and implemented necessary infrastructure for new business models, including identification of information technology disconnects, development of internal controls, and establishment of reporting mechanisms.• Reduced credit exposure by $300K at key account through negotiation and implementation of control plan. Mitigated impact of another customer’s bankruptcy by closely coordinating Sales, Credit, and Legal actions.• Led all financial activities related to $700K divestiture of underperforming business unit, generating $500K of free cash flow while improving contribution margin.