Executive responsible for accounting, finance, insurance, human resources, IT, supply chain, risk management and GreatLakes used parts division. Profit Generation: During the recession, eliminated $30M+ in annual expenses and reduced headcount by 200 by creating a model that forecasted new sales numbers in the decline providing an answer to the number of employees requiring termination. Secured a lower interest rate while renegotiating $165M in bank financing. Hedged 60% of the total debt with interest derivatives. Reduced inventory by $60M by selling underutilized rental fleet and new inventory and selectively choosing how to replace it, improved DSOs by 30-days, and cut capital expenditures by 50% to eliminate $65M in debt. Strategic Planning: Transitioned the company to a company-wide strategic planning and governance process involving 35 managers.  Profit Generation: Excelled during the recession while producing an average PBT increase of $2M+. Data Analytics: Especially strong analytical and reporting skills. On loan for three-month assignment to help affiliate CFO overhaul board reports and develop new data analytics.

Reported to the President of this international manufacturer and distributor of replacement parts for light equipment with $150M in sales and 700 employees.Chief Financial Officer / Vice President of Finance Acquisitions: Spearheaded the acquisition and post-merger integration of companies in US, Singapore, Italy, and France encompassing $30M in sales.Profit Generation: Improved cash flow and reduced borrowings by implementing a worldwide cash management and treasury system. Minimized interest rates and cost by negotiating improved terms and revolving debt financing of $20M and $2M in lease lines. Saved $200k annually by implementing interest rate swaps on most debt to lock in rates at sup-prime levels. Business Development: Designed and developed a financial analysis and planning department dedicated to cash management and the effective evaluation of capital expenditure spending and providing executive management forecasting for balance sheets, income statements, and cash flow. Policies and Procedures: Implemented 12+ global corporate and US FASB accounting guidance policies.  Risk Management: Reduced the overall cost of policies by replacing decentralized insurance policies with global policies while instituting standardized coverage.

Reported to the CEO of this private equity international marketing services and grocery coupon clearinghouse with $2B in cash flow, $100M in worldwide revenue, and 2,500 employees. Vice President of Finance / Vice President, Corporate Controller / Corporate Controller Strategic Planning: Championed the 2004 global worldwide strategic planning leadership team to synthesize corporate mission statements, goals and objectives, SWOT analysis, and growth objectives. Staff Management: Reduced accounting and finance staff by 40% and increased morale through improved engagement, communication and feedback. Process Improvement: Initiated new corporate and divisional finance and accounting policies and  procedures. Eliminated numerous unnecessary procedures and replaced many manual processes with automation.  EBITDA: Focused on EBITDA and valuation growth. NCH was a financially distressed company acquired in 1997 by a private equity company and later sold at a substantial return.