✫ Financial executive for a $500M+ organization, supporting 725+ employees throughout the U.S. and Canada and overseeing the strategic direction and performance of finance, accounting, and IT. Thought partner in the integration of eight acquisitions since 2022 and influential leader in boosting Revenue by 33% and PF Adj. EBITDA by 32% in 2023.• Managed cash flow challenges in 2023 driven by an inventory build, slowing collections, and suppliers pushing for shorter terms; built a 13-week cash flow forecasting model, created/filled a new VP Treasury role, implemented a 1x bonus program, oversaw inventory reduction workstreams, implemented A/P automation and A/R automation; outcome in 2023 was a 18% net inventory reduction 10% DSO improvement.• Coach and develop a team of 25+ reports.• Built a 5-year strategic plan model, segmenting the business, identifying key profitability levers, and will serve as company financial target in the future.• Implemented PowerBI, improving timely data visibility and analytical capabilities; built new reporting dashboards to enhance business segmentation and profitability analysis.• Audit improvement: Transitioned from regional auditor to Deloitte in 2023 and reduced audit completion by 57 days. Implemented new accounting procedures that resolved two material weaknesses and two significant deficiencies, to deliver a clean audit with no findings.• Implemented cost standards for the Uniforms, After Market, and Compressor businesses in 2024, improving accuracy in COGS and Gross Profit; effort included hundreds of time studies on processes and sub-assemblies; guided stakeholders through the financial impact on reported financials.• Create and present content for quarterly Board meetings, advancing strategic alignment and financial transparency.

• Business unit CFO with global P&L responsibility from revenue, cogs, and SG&A to profit• Guided the business through the COVID-19 pandemic crisis in 2020; managed furloughs and permanent separations, restructured the organization, negotiated existing agreements, stretched payables, and accelerated receivables• Tripled business unit profitability between 2017 and 2019 despite -5% annual revenue declines; enhanced the gross margin by +3.6pp, reduced SG&A by $6M and marketing by $4M• Generated $1.9M cost-savings in a New York City showroom footprint consolidation strategy, and was point person for lease negotiations; determined cost-effective footprint decisions in France and Switzerland• Successfully executed a shared services transition in 2019 with minimal business disruption, shifting Accounting, A/P, and A/R functions to a shared service environment• Managed the monthly forecasts, annual budget, and the 4-year strategic plan, solve unique commercial situations that balanced meeting revenue objectives with resolving collection issues • Spearheaded new business case development targeting prospective brands; developed business cases to ensure incremental profitability, and collaborated with Legal on agreements and royalties to ensure compliance

• Directed all aspects of strategy for an affiliate operation in India; led the Managing Director and supported 400+ employees• Performed ‘keep vs. sell’ analysis and recommended divestiture to the CEO and Timex Group Board• Managed the selling process with Ernst & Young Delhi and closed the sale in Q1 2018, generating millions of incremental cash

• Led the financial direction of a $250M+ structure to support global watch production across the U.S., China, Philippines, India, France, and Germany; activities included capital investment oversight, planning, sourcing, manufacturing, and distribution• Managed forecasting, budgeting, variance analysis, and global oversight of Supply Chain capital investment• Reduced material costs and fixed costs through benchmarking, vendor consolidation, and internalization• Engaged in global cost-saving initiatives and special projects, including the following:o Consolidated the watch manufacturing footprint from two factories in China and the Philippines into one, closing the China facility ($3M+ annual savings)o Consolidated Canada and Arkansas DCs into a 3PL provider in Indiana, generating $1.5M+ in annual savingso Internalized the watch manufacturing from a Chinese vendor into the Philippines ($1M+ annual savings)o Relocated the Hong Kong procurement office of ~100 employees ($0.4M annual savings)

• Similar Supply Chain Finance responsibilities as VP role above; while in this role was promoted to VP and given expanded Corporate Finance responsibilities

• Managed the U.S. forecast and budget processes, including the monthly variance analysis of results for a $150M portfolio• Led the financial analysis of up to 20 key customers, including the marketing initiatives and sales programs

• Established the company’s foundation for managing capital expenditures, through the implementation of a capital program to manage ~$35M annual spend in fleet (1,500+ vehicles) and facilities; set delegations, financial guidelines, thresholds, and analytical tools to assess profitability measures• Developed national logistics and facility KPIs; managed and tracked all continuous improvement initiatives• Conducted truck-by-truck analysis to solve a California emission compliance issue; recommended a plan that established a multi-year, multimillion-dollar vehicle replacement strategy

• Governed the capital expenditure process ($40M+ annually) to support 60+ facilities, 1500+ vehicles, and trade assets• Finance leader for headquarter SG&A costs and national labor costs in fleet, warehouse, and distribution

• Drove the company-wide monthly forecast process, annual planning process, and corporate messaging• Focused on supply chain results to analyze and report manufacturing and logistics costs ($2.5B+ cost structure)

• Performed as the Acquisition Team Lead; oversaw the financial reporting of all acquired companies (~12 per year) • Established/improved global pricing and pricing metrics; executed two price actions with an estimated yield of $55M

• Affiliated Computer Services (Team Lead) - Custom software development• Data Management Services (Project Manager) - Managed six person software development team• Arthur Andersen, LLP (Senior Business Consultant) - Strategy, process optimization, automation, custom software solutions