Led projects focusing on business improvements including pricing discipline and margin enhancement. Coordinated ERP enhancements with with SAP and Oracle IT groups. Oversaw pricing functions for Brick and Stone divisions.

Responsible for financial activities for a joint venture between Boral and Owens Corning that manufactured Cultured Stone at 2 US plants. Led integration of financial functions and procedures from Owens Corning to Boral. Managed back office process improvement including SAP enhancements and back office lean events. Also, led pricing team including SAP price maintenance and analysis of pricing and rebate programs.

Managed finance departments of new services division created in series of four acquisitions, consisting of 13 locations primarily serving mining industry. Led all financial activities including policies, procedures, controls, reporting, forecasting, budgeting, and analysis. Completed integration of people, processes, and systems. Directed finance operations for jointly owned operation in Chile and member of board of directors for Chilean company.

Oversaw finance group at five North American operations (four in U.S. and one in Canada) and site controllers. Managed all financial activities including policies, procedures, controls, reporting, forecasting, budgeting, and analysis. Coordinated plant operations reviews (variances and plant performance) with plant managers and controllers. Led annual external audit for division, as well as financial team in $100m project for closure of outdated manufacturing plant and startup at new green field site. Completed four acquisitions ranging from $5m to $60m including due diligence, purchase accounting, and integration.

Implemented transfer of corporate accounting from Charlotte to Atlanta. Managed local plant as well as responsibilities for division corporate accounting function. Developed quoting tool that reduced quote time from days to minutes for made-to-order conveyor belts. Oversaw IT functions for division.

Oversaw all financial activities of $95m plant including cost accounting. Served as key member in ERP implementation in Atlanta. Implemented new controls to bring acquisitions to company’s internal audit standards. Managed IT function for plant.

Various positions with increasing responsibility. Heavy focus on manufacturing and cost accounting.