National offering leader for Strategic Finance and Analytics (SFA), inclusive of FP&A, Data and Analytics, Merger Integration, and Interim Leadership solutions. Texas Market leader for Business Transformation.CFGI is a unique and highly specialized financial consulting firm that is strategically positioned to help companies through a range of routine and complex business scenarios. As an extension of your corporate finance team, CFGI works alongside your internal staff, serving in a variety of roles – from technical accounting advisor to M&A support to Controller or CFO – and delivering seamless support services.

Global lead for management reporting and planning processes globally. Responsible for setting global process standards and deliverables related to short-term planning, long-term planning, and monthly consolidated management reporting. Key responsibilities include:- Monthly/Quarterly Reporting – Responsible for managing global processes and calendar used to produce internal management reporting, including monthly executive reviews, forecast/budget reviews, Board meetings, and ad-hoc analysis- Report Simplification and Post-Chapter 11 Exit Finance – Streamlined reporting packages to reduce volume/effort while streamlining message for executives. Refocused reporting based on experience with advisors and new equity holders, including additional focus on Net Working Capital. Identified changes in reporting and processes required based on post-Chapter 11 reporting.- Capital Raise – Facilitated due diligence process with new and existing investors post-Chapter 11 exit, resulting in a $560M capital raise in Dec’20. Process included financial model build out, scenario modeling, Board / investor presentations, and responding to 400+ diligence requests.- Projects/Liquidity/Cash – Continued prior responsibilities related to Global Liquidity, Cash, and Projects noted below

Global FP&A Director leading global project reporting and cash management. Responsible for:- Global capital allocation, including alignment with the COO and Area SVPs/Operations/Supply Chain/Finance to manage liquidity and operational challenges - Successfully planned entry into Chapter 11 filing, managed liquidity during, and successfully facilitated exit- Global liquidity forecasting, analysis and management, partnering with Treasury (LCs, Revolver utilization, Bilateral agreements, Sureties)- Global 13 week cash forecasting, including covenants and Chapter 11 related reporting- Global project analysis, reporting, and controlDriving global strategic efforts related to liquidity and capital structure.

Driving Finance Transformation and turnaround efforts globally, focused on improving reporting, KPIs, transactional efficiency, and budgeting / forecasting processes. Initiatives include:-Strategy - Established global strategy for improving financial reporting and insight, including revisions to Process, People, and Technology-Exec Reporting - Revised monthly Executive reporting pack, incorporating changes in business and implementing process changes to streamline monthly creation-Functional Reporting - Defined and enabled functional reporting model, allowing business insight into DOE and SG&A spend and recovery by function. Process included working with VPs globally to define functional structures and needs. Reduced monthly global reporting effort by ~300hrs. -Planning & Modeling - Implemented Hyperion Planning, streamlining global budgeting and forecasting. Reduced overall time to create budget by ~30% and enabled global cost center visibility.-Outsourcing – Lead for correcting failed deployment of Accounts Payable to Global BPO. Identified issues with transition, remediated using Lean Six Sigma methodologies, and revised global rollout strategy-Integration – Lead for Corp Accounting integration activities related to MDR / CBI integration, including Day 1/100/365 planning and execution-Accelerated Earnings / Close - Advanced timing of close and earnings via changes in close process, including new processes/controls related to late MJE approval and improved GL integrations into consolidation-Cash Flow - Implemented automated cash flow model, improving visibility into Area results and reducing overall cycle time-Training - Established and led development of a global Finance training curriculum-Cost Out - Assisted in cost out activities, including process alignment across Finance and operations, as well as benefit realization-HFM and Hyperion Planning Global Owner - Responsible for meeting global needs of internal Management and external reporting

North America Continuous Improvement Lead, responsible for Improving Finance, Accounting, and Supply Chain processes. NA represents 50%+ of BHIs ~$20B in revenue.Achievements:-Reduced Finance headcount in North America region by ~5% through process efficiency and automation.-Established strategic direction for Regional Accounting Centers, focusing on globalizing close processes and shifting team’s work focus to Business Value Add. Revised people approach, established new campus recruiting focus, and restructured the rotational program within Finance.-Teamed with Operations and FP&A to revise accruals, stabilizing and improving business variance analysis.-Revised close processes and timelines, resulting in a reduction of one workday from Regional SAP close.-Improved DPO in Canada by three days via standardizing vendor terms and renegotiating.-Concurrently managed and led several global improvement projects, focused on driving End-to-End process improvement, primarily in P2P.

Advisory Finance Effectiveness (FE) Practice. Driving Finance excellence via implementing changes in People, Process, and Technology, including driving Financial analytics. Worked with numerous global and Blue Chip companies.