Engaged to develop comprehensive reporting, budgeting, forecasting and analysis to support post-acquisition goals and growth of the organization. Oversee day to day accounting operations, cash management, external audits, software capex, tax and ASC 606 revenue recognition compliance. Monitored India office financial operations, provided guidance and ensured internal controls.• Met new private equity reporting requirements through creation of new metrics, KPI’s, product variance analysis, MD&A and identification of key drivers affecting financial performance. • Revamped FP&A by creating new budget and forecasting tools which provided critical insight into future headcount needs, revenues and cost requirements to meet EBIDTA targets.• Optimized OpenAir project accounting by creating custom sales, project status and profitability reports, enabling early warning project budget alerts and identification of underperforming projects requiring corrective action. • Replaced previous underperforming auditor/tax preparer with more reputable and cost-effective firm, saving 10%.• Improved visibility into working capital requirements by implementing comprehensive 13-week cash flow forecasts; reduced customer DSO from 63 to 45 days on enhanced billing and collection practices.

Integrated accounting operations and systems for 2013 acquisition. Provided due diligence data compilation, analysis, post-acquisition audit, valuation, opening balance sheet, post-acquisition adjustments and externally audited financial statements for the 2015 sale to new PE firm. Accounting lead on NetSuite ERP system evaluation, planning, implementation, and data migration. • Led team of three to merge acquisition into parent company systems with a focus on eliminating duplicate processes and costs.• Reduced accounting close timeline from 18 to 8 days by removing bottlenecks in close process.• Conceptualized and built comprehensive budget and forecast model to meet stringent new FP&A requirements, including “what if” scenario testing, early warning indicators and compliance testing for bank covenants.• Headed finance team NetSuite ERP system evaluation, project design, data migration and implementation in compressed three-month period.• Team lead on post-acquisition audit, valuation, opening balance sheet, post-acquisition adjustments and final audited financials for 2015 sale to new private equity firm.• Identified NetSuite implementation process and reporting gaps and drove solutions or alternate processes to successful resolution.

Directed accounting, HR and IT operations. Evaluated and executed improvements to manufacturing accounting operations, reporting, cash flow, employee benefits and commercial insurance policies. Managed and developed staff of five subordinates.• Successfully led a team of seven to merge subsidiary operations into parent’s operational and systems infrastructure.• Driver of new sales KPIs for product lines and customer mix that identified low margin products and customers requiring sales corrective action.• Improved manufacturing accounting accuracy via updated bill of material costs, labor costs, new procedures and elimination of unauthorized manufacturing product write offs. • Completely revamped healthcare plan offerings, reducing costs 15% or $100K while improving plan benefits and offerings.• Performed review of risk management policies; closed potentially costly gaps in plan coverage, expanded coverage while saving 10%.• Increased cash flow by reducing customer DSO from 52 to 45 days by engaging cost-effective third-party AR management company and re-negotiating resin supplier terms.

Led accounting operations, treasury, compliance, FP&A, credit and collection, project accounting. Recommended cost savings strategies, developed banking relationships, managed overseas outsourced financial functions.• Decreased accounting close from 15 to 5 days by introducing a comprehensive task closeout procedure and by eliminating off system manual processes.• Without reducing plan benefits, cut healthcare premium costs 25% by implementing partial self-insurance strategy.• Decreased A/R write-offs to almost zero through customer invoicing improvements and by hiring an outside firm to manage collection calls.• Negotiated and secured $1M bank working capital line in 2009, in difficult credit market.• Overhauled financial planning/forecasting process. Lowered budget cycle time 50%, improved visibility and overall projection accuracy.• Initiated monthly project review meetings to quickly identify and correct projects lagging financially and or operationally.