Trimble Inc. is a software as a service technology company. Trimble services global industries in Agriculture, Building & Construction, GeoSpatial, Natural Resources and Utilities, Governments, Transportation and others. Responsible for managing Finance for a $160M division spanning multiple countries and both local and remote Finance staff. Interface and lead across multiple disciplines including operations, sales, IT, HR, Corporate compliance, legal and M&A.• Leading the efforts on a SaaS and Subscription migration• Working with the sales leaders, driving increased ARR (Annual Recurring Revenue) through a combination of strategies including pricing strategy, bundling, reducing churn, and other aspects to grow the business which is proving to be successful.• Driving the process around key and actionable SaaS metrics to triangulate the health of the business.• Successfully integrated two acquired companies and in line with the deal terms.• Rebuilt an international team from scratch and now have a leaner team that delivers more value to our internal customers.• Substantially shifted the time from disproportionately working on compliance matters to more focus on analyzing and interpreting results.• Instituted leading practices around how to become trusted business advisers to each of the business area owners.• Led the effort to sustainably reduce costs in 2019 and maintained a new lower threshold of $8M in permanently reduced costs.• Improved the budgeting and forecasting process to be more forward looking, accurate in terms of our revenue modeling and a tool that the business can own and use to drive business decisions.• Moving the organization to a more data driven decision making environment.

Hasbro, Inc 2014 - 2018Majority owned subsidiary of Hasbro. Backflip Studios develops and publishes absurdly fun mobile games for iOS and Android devices. Backflip’s portfolio of games includes top ranked games in the industry and is leveraging Hasbro IP for new game development. Backflip’s games are monetized in almost every county in the World.CFO – Division of Hasbro/Denver, Co.Responsible for managing the Accounting and Finance functions at the company inclusive of guiding the operational direction for a post start up organization. Responsible for HR, IT and Tax matters for the business. Interface and communication with the Hasbro Board is also part of my responsibility along with providing guidance to the company’s CEO. • Shifting the company’s culture to a more data driven and analytically focused organization. As part of this shift, leading the charge for rolling out a new business intelligence initiative that is nearly complete.• Improved the entire financial modeling and forecasting process inclusive of improved metrics to drive more predictive revenue forecasting, enhanced accuracy, top down/bottoms up approach to driving performance and other best-in-class measures.• Assuming responsibility for the Finance and Accounting functions along with building a team from scratch.• Instituted policies and procedures that were previously non-existent.• Developed a strong rapport with Hasbro across multiple lines of business including IT, Operations, the Board, and the Internal Audit organization.

HIG/Bayside - Ready Pac Foods, Inc (Private Equity Owned) 2013 - 2014Annualized Revenue - $600 Million. Producer of award-winning signature healthy salad blends, snacks, single-serve salads and fresh-cut fruit and vegetables.Chief Financial OfficerResponsible for managing the Accounting (GL, AR, AP), IT, payroll departments. Also responsible to turn around the company operationally and was involved in the management and oversight of a number of initiatives to help drive cost reduction, organic growth, revamping core processes and implementing new technology. Managed the year-end audit process. • Sustainably reduced overhead costs north of $1M by renegotiating third party contracts and redesigning key core processes.• Developing a long term strategic road map for HR and Payroll to help shift the focus of these two organizations from being more tactically focused to a more strategic focus on talent management, employee retention, cost management and other aspects the new integrated technology would offer. Evaluating cloud based, one centralized data base tools.• Developed key metrics and reporting to the company's board of directors and internal management that never existed.• Completed one of the most successful and clean year-end audits as communicated by Deloitte to Ready Pac's Audit Committee.• Restructured the entire Finance department by exiting non-performing and redundant personnel and by on-boarding key talent that would be able to adapt to the many changes the company was going to be proactively embracing.• Developed a culture and discipline of focusing on analyzing and interpreting results as opposed to being reactive.

Responsible for managing the Accounting, Treasury, Tax and HR departments. Also responsible developing the company’s strategic plan and managing results for our equity investors.• Developed and managed the cash flow model to monitor the company’s funding requirements and cash flow needs.• Developed the strategic plan and budget that incorporated leading practices in budgeting and forecasting. Led the process to roll this out and worked with the organization in the development of the plan.• Working directly with the CEO and private equity investors, successfully lowered the company’s overhead structure to improve Pendum’s ability to be less reliant on external cash funding from our private equity owners.• Implemented a new ERP and operational reporting solution to help the company become more scalable for future M&A activities as well as provide improved transparency for more proactive decision making.• Restructured agreements with third party vendors to reduce fees.• Shifted the focus and efforts of the Accounting Department to focus more on analyzing the business and becoming more customer focused on their internal customer base• Developed a culture and discipline of continuous improvement to ensure ongoing optimization of internal processes such as the close process, budgeting process and reporting process.• In process of rebuilding and reshaping the Accounting department• Mentoring staff to become the future leaders within the company and establish bench strength

Responsible for the finance and accounting department inclusive of treasury, banking relationships, financial reporting and analytics, month end close, payroll, collections, accounts payable, year-end audit, ERP conversion and integration of newly acquired companies, tax strategy, international business process outsourcing, and general management of personnel. Acting as a strategic partner in guiding the company to scale sustainably as they grow organically and through acquisitions. Responsible for the company’s VSOE application through SOP 97-2 and SFAS 141R application for acquisitions. • Integrated two new acquisitions in 2009 and led the efforts to streamline processes, build a shared services organization, integrate technology and reduce overhead costs. • Saved the company over $500,000 through effective vendor management, staff reductions and improving core process.• Implemented a new financial systems solution by migrating from MAS500 to Great Plains Dynamics in under two months. • Developing improved reporting, analytics and KPIs for increased transparency and decision-making capabilities.• Developing tax strategies for domestic and international operations. Handled all state and local tax matters.• Streamlined the month end close allowing more time for forward looking analytics and now closing the financial records worldwide in less than seven days.• Working with external auditors on establishing VSOE (SOP 97-2) for a newly acquired company and applying SFAS 141R• Successfully worked with external financial institutions in revamping treasury, cash concentration and flow of funds. • Improving the companies overall policy, procedures and improving how we leverage technology to provide improved transparency, reporting and cost efficiency. In process of combining two separate ERP and CRM applications.• Responsible for transitioning outsourced third party service providers for statutory and US GAAP reporting.

Responsible for the finance department inclusive of treasury, financial reporting and analytics, month end close, payroll, collections, accounts payable, year-end audit, SAP conversion, accounting research, stock option program, and general management of personnel. Strategic partner in guiding the company to progress to the next level of growth by instituting leading practices in all areas of the business. Responsible for improving the treasury function and positioning the company to go public in 2009. Key member in driving a new SAP conversion leveraging common practices in the medical device industry.• Delivered on improved inventory management and partnered with operations to develop new inventory procedures. • Improved controls, efficiency and automation by developing new procedures around the financial close and operations.• Introduced a new budgeting and forecasting process to control costs in a rapidly growing organization.• Co developed new distributor contracts to mitigate inventory shrinkage, enhance accountability and gain better insight into the company’s sales projections.• Achieved a successful “go live” on the company’s SAP implementation.

DCP MIDSTREAM, Denver, CO 2006 - 2007Largest Natural Gas Liquid producer in the United StatesManaging Director, Process and SystemsDeveloped governance program over business improvement initiatives across support services (Finance, Human Resources, IT and Corporate Affairs). Worked closely with leaders in operations and commercial organizations to maintain a one-company view of strategic investments. Managed upstream and down stream impacts to finance organization. Reported to the executive committee.• Managed cost containment strategies that resulted in a Board directed cost containment program to yield 20% reduction in costs over a three year period.• Identified over $40 million in cost saving opportunities through efforts in managing an overhead study.• Initiated, analyzed, developed and implemented a global prioritization methodology for evaluating business improvement initiatives that resulted in the company making improved decisions on significant business improvement investments. • Created and presented educational and pilot projects that influenced management towards a process centric organization that drove the company to address the process before investing in technology.

Built from ground up; managed a team of 60 professionals located internationally & in various parts of the US with an annual budget of $15 million. Held a seat at the table with the CEO and his direct reports for positioning / implementing key strategic initiatives. Managed financial / operational systems inclusive of Finance, Treasury, domestic & international integrations, manufacturing & business intelligence.• Initiated approximately $7 million of cost saving recommendations that were adopted by senior management to create a cost neutral spin-off of Western Union. Established a parallel and cost neutral organization at Western Union.• Developed long-range strategic road map to improve company’s ability to achieve logical and real time access to business intelligence information. Utilized Hyperion System9 HFM, Hyperion Planning and Hyperion Master Data Management as the foundation.• Ensured more effective and efficient monthly accounting close process which included moving more of accounting staff’s time to value added activities such as “what if” analyses, resulting in building a more scaleable organization.• Designated corporate expert on the Oracle ERP (11i) worldwide rollout. • Saved the company several million dollars by effectively negotiating fees and scoping work requirements for external partners.• Designed a repeatable and cost effective methodology to accommodate backlog and future international integrations.• Saved over $1milllion and achieved quicker synergies of financial system integration efforts for Concord, EFS, an acquired company with revenue contribution of $1 billion.• Drove efforts to address detection and prevention of revenue leakage and accommodate billings, collections, and rating engine for approximately $5.5 billion of the company’s annual revenue.

TIME WARNER TELECOM, Littleton, CO 1999 - 2001Broadband connections for data, high-speed Internet access and local voice and long distance services.Senior Director, AccountingManaged an Accounting department of 34 professionals with 5 direct reports. Responsible for SEC/Financial reporting, year-end audit/quarterly reviews, month end close, payroll, accounts payable, project accounting, asset management and corporate accounting.• Immediately improved quality, integrity & accuracy of month-end reporting, account reconciliations & accrual tracking process.• Key leader in the integration of the accounting/finance/systems transition of an acquired company (GST) almost equal in size (revenue) to Time Warner Telecom.• Successfully managed a PeopleSoft post implementation and internal control review conducted by Ernst and Young.

AMERICAN TELECASTING, INC., Colorado Springs, CO 1996 – 1999High speed internet and wireless cable services.Controller & Chief Accounting OfficerManaged a department of 17 with 7 direct reports. Oversaw timely submission of all SEC filings (10-K, S-3, 8-K, 10-Q. 11-K, Annual Proxy Statement). Directed general accounting functions including the month-end close, year-end audits and quarterly reviews, accounting systems, accounts payable, treasury and coordination of special projects. Led corporate budget process and company’s annual and interim audits with external auditors. Fielded investor calls from individual and institutional investors. Interfaced with Board of Directors and prepared quarterly board packages.• Positioned sale of company to Sprint Corporation, and achieved shareholder approval.• Redesigned treasury process to maximize cash concentration resulting in improved working capital.• Selected and implemented new Oracle accounting software package.• Implemented FRx for Windows, to provide greater transparency into the company’s financial performance.