• Leader of FP&A function for $500M+ division of publicly traded manufacturer. • Managed team of 7 including responsibility for commercial FP&A, pricing, & business systems. • Integral role in managing through full scale restructuring to integrate existing businesses into 1 cohesive operating unit. • Developed, with leadership team, new org. structure including leading costing of new structure through zero-based budgeting exercise to strategically reallocate resources.• Key player in developing value streams to determine specifics around new business structure to ultimately better know where value is most derived. • Managed financial redesign of system architecture to overhaul all reporting including 17 system projects to execute restructure & support new business structure. • Team developed transaction level profitability reporting to drive better decision making through awareness of full gross margins. Resulted in aggressive pricing increases to repair margins. • Improved & fully accountable for monthly forecasting processes in very complex business including multi-year forecasting.• Key role in analysis & integration of highly complex long-term customer deal to build a new plant to support new business that would add 25% to revenues within 1 year of production start. • Part of numerous cost savings projects both for immediate implementation & contingency planning. • Worked on multiple strategic & long-range planning cycles to develop future direction and growth targets. • Worked with external consultants on Finance function, Commercial organization, and IT system assessments to benchmark & determine roadmap for future integration. • Core member of Materion IT Governance Committee to prioritize IT projects.• Routinely supported President on ad hoc projects, analysis, and capital justifications, for presentation to top management. • Supported regularly CFO, CEO, and other Corp executives on investor relations & other initiatives.

• Leader of FP&A function for $800M+ publically traded professional services corporation• Developed & evolved FP&A function to be a closer business partner with divisional units focusing more time on forecasting & analysis• Revamped executive monthly business review reporting to focus more on key metrics, summaries and organic/same unit performance including greater focus on future forecasts• Responsible for financial support to CEO, CFO, & Division Presidents • Developed & accountable for monthly forecasts and helped improve accuracy and robustness of forecasts throughout the business driving a culture shift around forecasting relevance and use as a management tool• Central role in establishing long range strategic planning process including modeling, work with external consultants, & partnering with business unit leaders on operational initiatives • Championed a major project to shift business units to contribution margin focus & more centralize all functional departments including process changes to drive G&A cost savings • Lead newly developed functional teams with corporate functional leaders to give better visibility on total functional costs as well as track and strategize around cost savings initiatives • Implemented & managed cloud based budgeting and forecasting software (Host Analytics) lessening time to complete and changed how analysis and exec review of budgets/forecasts are done• Responsible for board presentations, acquisition ROI anlayses, core vs. acquired analyses, & other corporate key financial metrics• Team was responsible for M&A analysis & purchase accounting including forecasting contingent earn out payments from acquisitions and related reserves & payments. Company has averaged 5-6 acquisitions annually. • Performed ad hoc analyses & lease consolidation work plus team handled cash flow, some complex judgmental reserves & various quarterly SEC reporting responsibilities

• Leader of multi-location FP&A function for all of STM Industries, $600M+ global tape manufacturer & retail consumer products company • Senior finance leader at ShurTech division headquarters & part of management team• Key finance business contact for strategic consultation with executives & department leaders on major initiatives or issues• Championed & led major project of over 20 people to rebuild SAP infrastructure & BW databases for all STM companies to have common P&L structure and execute fully loaded P&Ls for all major customer & product groups including a redefinition of profit centers & creation of product/customer hierarchies for B2B companies • Initiated and involved routinely with cost savings or margin improvement initiatives • Produce regular forecasts to top management & shareholders coordinating entire process globally including ultimate forecast accuracy accountability • Selected & led implementation of new cloud-based budget, forecast & consolidations software (Host Analytics)• Built from scratch an FP&A function for B2B side of the business • Created new reporting, analytics, & insights to serve int’l & domestic B2B companies that offered expanded understanding and visibility to the business aiding in stronger decisions • Expanded scope, accuracy and frequency of forward looking full P&L forecasting done for all companies with enhanced models & pulling together insights from various parts of the business

• Leader of FP&A function for $400M+ CPG manufacturer • Managed team & function through extensive company growth in size and complexity without any growth in staff by streamlining efficiency and rationalizing outputs towards most value added activities• Central figure in post-merger full scale integration of 2 equal-sized companies both functionally, in ERP systems, and processes • Designed systems and implemented fully loaded P&Ls through gross profit for all major product and customer groups within retail business. Also led full data migration of BW systems • Led finance & business intelligence portions of SAP implementation after merger with full discretion from new parent company to personally design accounting/finance systems; unique from current existing companies. (Would later be the model for full consolidated entity rollout) • Led ShurTech finance functional integration after major merger; including simultaneously operating on 2 separate company ERP systems for 1 year & complex transaction service agreement fulfillment• Managed entire planning process for ShurTech establishing timeline and streamlining the process including implementing fully loaded gross profit planning for all major customer and product groups. • Finance leader working in retail business on cross-functional projects and issues. Team provides extensive analytical support to other departments, especially marketing & sales• In charge of maintaining infrastructure and integrity of various financial databases and hierarchy ownership • Championed and implemented many system enhancements and fixes for business issues working with IT team to gain better resource efficiency and business effectiveness by having accurate managerial data • Key finance member on carve out divestiture due diligence

***Company was divested by Henkel Corporation and purchased by Shurtape Technologies and became ShurTech Brands***• $500+ million USD subsidiary of $15+ billion EUR German CPG company• Evolved in analyst role to become go-to person for financial guidance and project leadership • Performed profitability analysis and reporting for executives, marketing, and other functional areas; participating in company strategy, pricing and new business review, new item cost review, and product portfolio/mix management• Key business representative on SAP implementation team; especially regarding development of business warehousing tools• In both Oracle and SAP, was an owner of business intelligence infrastructure and championed continued improvement of business intelligence systems and internal accounting methods • Performed analysis and built models for large capital expenditure reviews, cost savings initiatives, make/buy decisions, and various other marketing and operations decisions • In charge of sales and margin budgeting process • Designed reporting of internal financial results for communication and presentation to company • Worked on other non-routine projects including OSI acquisition integration, plant closure, and divestiture

• Reviewed and rated as highly effective in working on various clients. Heavily involved in 1st year SOX implementations on 2 SEC accelerated filers • Often worked without supervision and on advanced tasks for current level, including running day-to-day audit engagements from planning to wrap up as a 2nd year staff on some clients• Worked with all levels of client personnel and had multiple years of managing team of staff • Interned during 2001 busy season in both audit and tax departments.