Oak Electric is a provider of B2C and B2B residential and commercial Generator, Solar, Heating & Cooling, Electrical, and Plumbing installation, maintenance, and repair services. It and its' operating companies are focused on organic and acquisitive growth in MidWest and the NorthEast.

LeCom Utility is one of a few operating companies within a private equity holding platform. It is a B2B infrastructure services provider of power distribution repair and replacement, fiber communication construction, and wireless constructions services. - Financial and operational executive driving revenue growth ~40% CAGR from FY '20 to FY '22. Working alongside CEO and other executives to develop operating KPIs, business development & pricing strategy, ERP consolidation, banking relationship consolidation, risk/insurance strategy, and development of financial reporting packages, metrics, and narratives.- Implemented new financial reporting to reduce Total DSO from 90 days to 65 days, cut monthly close time by 75%, and enable business growth through process improvement; avoiding ~$400,000 in OpEx- Established financial reporting to ensure rapid growth held internal productivity and margin profiles year over year. Able to identify inflation concerns and negotiate with customers to offset.- Launched multi-operating company ERP System (NetSuite), assisted in consolidating insurance programs (Liability, auto, workers comp) and consolidating multi-operating company debt, and led standardization & cost reduction initiatives across operating companies- Launching back office team and kicking off analysis/reporting to increase local staff efficiencies efficiencies as lower cost point- Engage with group controller, outside legal council, and other stakeholders to ensure appropriate accounting practices across a variety of legal and accounting issues to enable positive business results and mitigate corporate risk.

- Report to CFO and lead creation of all Board of Director materials as well as communication and requests from ownership, banks, customers, and other stakeholders- Lead global (North America, Europe, China, India) monthly budgeting and forecasting process, risk and opportunity coordination with regions, and report out of results and forecast- Lead FP&A group through COVID-19 liquidity management in coordination with regional VPs and Treasury group- Responsible for development of reporting for indirect free cash flow forecast and engage with Treasury to reconcile direct and indirect methods- Lead and developed new Long-Range Plan process, gather feedback from stakeholders, and implement new review process- Engage with CFO, Treasury, and other seniors leaders to prepare for due diligence to support significant refinancing event

- CFO for Autonomous Technology and Vehicle Integration business line- Coordinate cross functionally and with 3rd parties to execute several agreements including engineering services, license arraignments, intellectual property, and cost sharing

- Direct report to aftersales CFO, support for 2 executive directors and 10 directors, and lead a 10+ team to drive cross functional results on ~90% of the cost structure for GM aftersales business and significant portions of the balance sheet - Lead analytics for purchasing group with over 400,000 part numbers by enacting first everyPower BI dashboard for after-sales division enables better decision making and robustfinancial data- Deep dive Excess and Obsolescence (E&O) policies enabling favorable release of ~$50M ofreserves/accruals. Ensure all accruals and journal entries were appropriate.- Provide support for the Supply Chain, Warehousing, and Logistics(SCWL), Inventory, Capital, and Purchasing organizations- Engage in strategic, long term, and cross functional business cases to exceed business expectations and build strong interpersonal relationships- Steering committee member on several cross functional strategic projects valued at $200M+, creating business and financial efficiencies- Regarded for meeting budget and business commitments 2 years straight- Cash flow transformational leader for after-sales division, driving inventory flat year over year despite 6%+ increase in sales- Drive culture change by leading events for Human m Resource Management (HRM) activities and employee engagement committees with a goal of driving one team behavior, employee engagements, accountability, and transparent/strategic outlook

- Identified key communication gaps and worked cross functionally to identify $400M+ issue- Lead proposal for building a new team to focus on structural cost and special project investigations- Responsible for structural cost reporting

- Engage stakeholders as project lead/ lead analyst to run a competitive bid process, evaluate financial return & business/operational risks, and negotiate with 3rd party/ finalize contract to develop and understand business requirement to move a vehicle line to a 3rd party, resulting in incremental $0.5M per day, 100%+ ROIC, and 1.5 year payback- Lead potential M&A transactions by collecting and analyzing data, creating valuation, constructing potential deal theory, and engaging with outside banking support to assist with due diligence process resulting in approval for study by Board of Directors - Investigate sale of a manufacturing site and licensing intellectual property by engaging multiple stakeholders, assembling pro-forma financials, and summarizing financials and business results/risks producing successful defense of the strategic direction to exit the market and issuance of a joint press statement that proposal was not viable- Assist with senior leader presentation creation for annual Board of Director strategy session by engaging senior leaders, FP&A, and various other groups generating completed presentations ahead of schedule

- Investigate and analyze JV and 3rd Party contracts and royalty processes with a cumulative value exceeding $2 billion- Establish a Joint Venture framework that is seamless, efficient, and robust while gaining a detailed understanding of our JV processes and standards resulting in more streamlined financial analysis- Justify ~$350M engineering spend on 3rd party global programs showing that GM is advantageous to accept that commitment- Drive best practice financial language into legal agreements for budget, forecasting, invoicing procedures and minimizing risk to GM- Monitor and update budget and forecast for active 3rd party agreements in support of the Mid-Term Plan and quarterly billing processes- Evaluate intellectual property agreements to ensure GM is receiving fair value for IP

- Drive road-map action items with multiple stakeholders throughout JCI on $850MM total sales program using trusted relationships to increase ROS by 5% and IRR by 25%, above corporate hurdle rates- Generate new and monitor existing Business Plans/Capital Appropriation Requests to ensure spending is under budget, business unit and corporate strategic visions are realized, and financial metrics exceed hurdle rates, including ROS, ROA, IRR, and EBIT- Act as central manager for cross-functional development teams, taking on additional program manager responsibilities and driving detailed understanding of financial position, risks, and opportunities, facilitating EBIT increase of $5MM- Coach and motivate team members to hit development financial deliverables, driving closure at each program milestone 15 days ahead of schedule on average- Develop deep understanding of platform P/L results through finance reviews including Commercial and Operation segments resulting in 10% increased profitability YoY- Exceed position expectations of ROS and IRR performance by 2% and 31% respectively causing recognition by the North America Vice President to be 1 of 3 non-directors at the annual Controller's Conference- Lead diverse group of Operations, Manufacturing, and Commercial personal to generate ideas for new revenue streams for under utilized facilities. Future revenue forecast at $300,000 annually - Execute strategy of JCI, the Business Unit, and my platform leading to enhanced customer relationships and JCI profitability- Manage detailed bill of materials a negotiate customer change points and shortfalls which lead to program EBIT increase of $1MM- Review month-end close and financial segment analysis to ensure commitments and financial metrics as maintained- Understand variety of manufacturing processes and related costs, driving increased profitability- Drive accurate forecasting to reduce bridge analysis

Goal: To investigate and reduce FY14 budget of $1 Billion

- Review quotation price and cost allocations, negotiate favorable settlements, resulting in 20% above target gross margins- Develop and implement strategic account plans consistent with corporation and divisional objectives with profitability foretasted as 15% over profit plan- Perform price negotiation, cost justification, expedition fees, and change costs with major customers meeting EBIT and IRR targets by 17%- Manage customer relationships with 2011 annual sales of $3 million- Manage all aspects of product launch including quotation, tooling order, prototype and production samples resulting in multiple successful launches- Introduce new technology products to existing customers- Coordinate group meetings between sales and manufacturing to ensure product launches that meeting both internal and customer requirements- Grow sales of strategic customer accounts by 10% on an annual basis- Drive customer satisfaction by diagnosing customer commercial and technical needs achieving enhanced customer relationships

- Drive new growth through new product introduction at Crown Equipment Corporation, projected at $3-$4MM estimated sales- Market NSK products to potential buyers, highlighting core competencies and competitive advantages, and producing new customers and sales of $500,000- Diagnose customer application questions and issues resulting in high customer satisfaction and return customers- Transform territory sales manager's requests into a product that meets customer's expectations and requirements- Communicating between application engineers, customer development engineers, and NSK-Japan R&D center on design and manufacturing issues while living Fujisawa, Japan for 13 months resulting in product knowledge and strong relationships- Negotiated test requirements and results of global VW program, resulting in on-time process changes that supported overall company cost reduction initiatives- Drive changes in forging design that enabled more near net shape forgings, saving around 10% per part number- Lead design, application, and validation testing engineer for a global GM platform, which had an estimated total sales of $30 million. Supervised validation testing progress and reported results to GM Korea and GM North America and facilitated weekly problem solving sessions between the USA, Korea, Japan, and Brazil- Lead design engineer for a BRP redesigned wheel hub product which resulted in a 250% profit improvement while offering BRP better warranty protection- Support internal work orders and needs for design and test equipment related items- Benchmarked competitor products for quality increase and cost reduction ideas, resulting in ideas that saved 5% in costs- Support NSK manufacturing plant concerns by developing relationships with and talking to plant personnel and engineers to find root cause and then implement solutions

- Successfully proved a concept for improving system health, saving approximately $100,000 per month in reduced maintenance costs and down time- Coordinated information between American Axle plant personnel, vibration analysts, and management with University of Michigan team members resulting in increased information flow and decreased project time- Developed a data acquisition system using National Instruments Labview software- Used Matlab and time/frequency/NVH analysis to process data and generate failure and control methodology