• Interview and transition duties of General Manager and Finance Manager to both successors while limiting business disruption

• Implemented market adjustments for 79% of employees to raise wages to a market competitive rate• Led pricing strategy with customers to achieve $5M increases for 2022 that contributed a projected 73% increase in revenue YOY• Surpassed budgeted revenue by $1M, profit by $1.2M and cash by $0.8M YTD through July• Sustained a 4-10 schedule allowing for three-day weekends for all employees• Oversaw contract FAR/DFARS contract review project that had resulted in $20M of orders be temporary hold for shipment until contract review was completed

• Led and contributed to a cross functional team in a cost saving project that helped deliver $1M in overhead savings against the 2020 budget• Served as financial leader in the Senior Leadership Committee and created sensitivity analysis for expected volume reductions to make difficult decisions to protect the long-term future of the site• Executed innovative continuous accounting methodology to align with corporate strategy of reducing headcount while achieving a 2-day close cycle

• Led, managed and trained a team of 3 dedicated accountants through a transition time period where the Controller/Finance Director stepped out of the Finance role and into an Operations role• Developed strategies and modeled business leaders’ vision for annual budgets, quarterly reforecasts, and weekly financial forecasts using advanced Excel financial modeling• Supported operations leadership and GM as the site recovered from being a Focus 8 site carrying over $5M of arrears while satisfying reporting requirements from our customers’ onsite surveillance teams

• Provided over 10 enhancements to company three statement financial models by consolidating multiple reports on: inventory, production variances, and labor hours into one interconnected model• Analyzed and detailed production variances including: overhead spending, over/under absorption, labor wage rate and efficiency variances and material variances/scrap• Developed KPI metrics around productivity and work order on time delivery to increase throughput

• Improved working capital by 5 days over the course of 6 months by aggressively collecting outstanding receivables in a climate where customers were pushing to extend terms from net 30 to net 90• Identified over $300,000 in disallowed early payment financing discounts and successfully negotiated the re-payment of the disallowed discounts• Developed bridge analysis to identify monthly performance deviations in orders and sales against budget/forecasts