Managed and implemented 2024 SAP to Fiori/SAC Financial System Conversion and SAP S4 Upgrade. Managed and implemented 2020 Smart Industrial Finance Segment Reporting Conversion. Consolidated best practices and processes between Cylinder Moline and Coffeyville Works. Key Team Member of Factory OH to Material Paint Conversion Project. Forecasted annual $140M sales forecast, validated monthly actuals and analyzed variances for management review. Calculated, validated and… Show more Managed and implemented 2024 SAP to Fiori/SAC Financial System Conversion and SAP S4 Upgrade. Managed and implemented 2020 Smart Industrial Finance Segment Reporting Conversion. Consolidated best practices and processes between Cylinder Moline and Coffeyville Works. Key Team Member of Factory OH to Material Paint Conversion Project. Forecasted annual $140M sales forecast, validated monthly actuals and analyzed variances for management review. Calculated, validated and reconciled actual and forecast segment distributions and Profit by Product allocations. Developed factory $65M OH, $140M sales and $80M of assets original budget to set factory structure line. Set up and worked with new 3rd party customers to facilitate new cylinder shipments, sales and invoicing process. Show less

Managed and completed financial monthly, quarterly and annual closing cycles and management reporting. Led monthly and annual factory budget variance analysis and led factory financial performance management meetings. Forecasted $65M overhead, $80M balance sheet and $140M income statement and analyzed actual to forecast variance. Developed and implemented a new 3rd party part procurement process for system-driven orders to improve efficiency. Created pro-forma… Show more Managed and completed financial monthly, quarterly and annual closing cycles and management reporting. Led monthly and annual factory budget variance analysis and led factory financial performance management meetings. Forecasted $65M overhead, $80M balance sheet and $140M income statement and analyzed actual to forecast variance. Developed and implemented a new 3rd party part procurement process for system-driven orders to improve efficiency. Created pro-forma and interpolated OROA/SVA reporting structure for factory planning and profitability analysis. Supported the implementation of the paint servicing resource project and established standard cost drivers. Managed D&T audits, tested internal controls, implemented bulletins to meet SOX objectives. Show less

Developed and implemented a new product standard costing process and audit tools for financial analysis. Led cross-functional project to develop and implement an “External Routed Operations” process. Restructured the $10M capital budgeting, tracking and forecast process and tools to meet spending targets. Performed and presented complex financial analysis in support of capital projects, including $50M FMP. Managed $25M inventory accounting process and implemented a production… Show more Developed and implemented a new product standard costing process and audit tools for financial analysis. Led cross-functional project to develop and implement an “External Routed Operations” process. Restructured the $10M capital budgeting, tracking and forecast process and tools to meet spending targets. Performed and presented complex financial analysis in support of capital projects, including $50M FMP. Managed $25M inventory accounting process and implemented a production variance analysis tools. Presented capital projects to management for approval that met corporate internal rate of return and cost savings goals. Improved the factory Make vs Buy sourcing analysis to utilize relevant cost and MIS cost records. Supervised and trained Summer Intern. Show less

Managed the John Deere equipment floor plan credit relationship for the branch dealer network. Completed financial analysis to determine risk level for the approval of dealer contracts and operating loans to support Deere whole good sales. Facilitated “Dealer of Tomorrow” mergers and acquisitions as a key member of the marketing teams. Reviewed Dealer performance and metrics to validate dealer contract terms and negotiate terms. Key member of various marketing branch teams… Show more Managed the John Deere equipment floor plan credit relationship for the branch dealer network. Completed financial analysis to determine risk level for the approval of dealer contracts and operating loans to support Deere whole good sales. Facilitated “Dealer of Tomorrow” mergers and acquisitions as a key member of the marketing teams. Reviewed Dealer performance and metrics to validate dealer contract terms and negotiate terms. Key member of various marketing branch teams to justify dealer termination and close outs. Worked with marketing branch to facilitate and manage dealer close outs and whole good and parts. returns. Represented Deere and Company in a RICO and wrongful termination litigation cases. Executed annual operational audits of dealer processes in support of floor plan financing. Completed annual rental and retail note audits. Show less

Led Move Order Adjustment (MOADJ) project to define current and create new material movement codes to improve material flow integrity. Led monthly material flow process improvement meetings with operations and implemented process improvements. Key member investigating PDC/depot/dealer shipment/receiving “Over and Short” process and reporting. Implemented improvements for the shipment and receiving processes. Led quarterly inventory statistical testing at PDC, TNT and Depots and… Show more Led Move Order Adjustment (MOADJ) project to define current and create new material movement codes to improve material flow integrity. Led monthly material flow process improvement meetings with operations and implemented process improvements. Key member investigating PDC/depot/dealer shipment/receiving “Over and Short” process and reporting. Implemented improvements for the shipment and receiving processes. Led quarterly inventory statistical testing at PDC, TNT and Depots and worked with management to review gaps. Worked for Operations to manage inventory and reconciliations for the “3P Consolidation Project”. Managed the “Non-Conforming Material Project” removing toxic material from Depot and Dealer inventory. Completed various investment and operation financial analysis and presented for approval. Show less

Managed the John Deere equipment floor plan credit relationship for the branch dealer network. Completed financial analysis to determine risk level for the approval of dealer contracts and operating loans to support Deere whole good sales.Facilitated “Dealer of Tomorrow” mergers and acquisitions as a key member of the marketing teams.Reviewed Dealer performance and metrics to validate dealer contract terms. Key member of various marketing branch teams to justify dealer… Show more Managed the John Deere equipment floor plan credit relationship for the branch dealer network. Completed financial analysis to determine risk level for the approval of dealer contracts and operating loans to support Deere whole good sales.Facilitated “Dealer of Tomorrow” mergers and acquisitions as a key member of the marketing teams.Reviewed Dealer performance and metrics to validate dealer contract terms. Key member of various marketing branch teams to justify dealer termination and close outs. Worked with marketing branch to facilitate and manage dealer close outs and whole good and parts returns. Represented Deere and Company in a RICO and wrongful termination litigation cases. Executed annual operational audits of dealer processes in support of floor plan financing. Completed annual rental and retail note audits. Show less

Responsible for annual commercial loan and cash management base growth goals. Performed annual credit analysis and presented packages to management for approval. Negotiated and set loan pricing based on annual risk analysis of customer base.Trained UCA Cash Flow analysis for team members. Managed and trained credit analyst direct reports.