Jordan Rubinstein Email and Phone Number

• Finance business partner to the Chief Commercial Officer of Honeywell Building Technologies, supporting the following global functions: Sales, Marketing, Pricing, Sales Excellence, Offering Management, Sales Support.• Implemented a centralized Sales Incentive Plan (SIP) model standardizing the accrual calculation globally. Collaborated with the SIP COE team to ensure sales incentive targets were appropriately deployed to support our Annual operating plan (AOP). • Controlled a global Marketing budget and headquarter commercial budget. Established rigorous cost controls and operating system for monthly budgeting, forecasting, and reporting.• Supported the creation of the HBT channel partner program. Created standard customer tiers and differentiated benefits amongst tiers to align with cost to serve.• Supported the VP of Customer Experience with Reporting, Budgeting, and various IT investment business cases related to the creation and launch our E-Commerce platform, prior to a reorganization of the project ownership to fall directly under the IT team. Part of a team responsible for commercial policies which drove the volume ramp of online orders of ~500% from in 2022

- Financially responsible for the North America P&L and Balance sheet for Commercial Security business as well as the Global Security Enterprise Sales team. - Engaged across functions coordinating with Sales, Demand planning, Inventory Management, and Customer Support to remove hurdles to ensure prompt delivery of customer orders in order to maximize monthly revenue- Responsible for generating the annual operating plan (AOP), the short-range outlook (SRO), & coordinating the weekly sales pulse, as well as managing the month end close processes.

• Financially responsible for the North America P&L and Balance Sheet of the Building Technologies Building Management Systems (BMS) business. • Managed the business through a tumultuous time shortly following the spinoff of the homes business, serving as the financial counterpart to 5 GMs for the following brands: Honeywell, Alerton, Pheonix, Inncom, & Novar. • Developed and implemented a multipronged profit improvement / recovery plan. • Managed a team of 3 employees. Responsible for hiring, target setting, training, & performance evaluations• Responsible for consolidating and developing the strategic plan (STRAP), generating the annual operating plan (AOP), the short range outlook (SRO), & coordinating the weekly sales pulse. • Managed the month end close process and generated the monthly reporting package

Financially responsible for Sales, Margin & SG&A portions of DF CP business unit P&L. FY17 Sales: 114M grew ~9% year over year, SG&A as a % of Sales improved YoY and under spent budget.Jointly responsible for formulating strategic growth plan (Country Concept), which is expected to drive 8% comparable growth (3-4 times market growth) by 2020 via investing in business developers to focus on high potential geographic territories, new verticals, distribution partners, and cross selling. Developed automated CRM dashboard to monitor the performance of our growth initiatives against plan.Implemented Tableau reporting to automate a substantial portion of our monthly reporting packageResponsible for annual budget, monthly forecasts, monthly journal entries and various reporting for functional P&L areas of responsibility (Volume and SG&A).

Co-Managed FLDP program (two year development program) averaging 17 program participants.Joint responsibility for role assignment, identifying training, performance monitoring and feedback, coaching and mentoring, setting recruiting strategies, coordinating onboarding, hiring decisions, as well as compensation topics.

Created the monthly financial reporting package for the DF CP Business Segment, analyzed the business performance, and presented the monthly results to segment and BU management.Responsible for generating the monthly forecasts and annual budget, analyzing the actual performance and identifying significant deviations from plan.Created sales and margin reporting by customer & products, increasing visibility into performance vs. prior year.Responsible for a number of additional topics including: maintaining product costing, intercompany funding for R&D and Marketing activities, productivity reporting, and various month end journal entries.

Industrial Automation Division Performance controller with responsibility for analyzing the Water Technologies Business Unit (€1.0B F12 volume). Primary responsibilities included monitoring and analyzing financial performance, developing commentaries describing year-over-year developments, deviations from plan and future financial outlook.Created quarterly financial commentary (10Q) for IA Division (€9.6B F12 volume), serving as input for the external Quarterly Earnings releases.Produced slides for the Monthly Operating Review and Budget presentations for Division management presentations to Sector Management and the Managing Board of Siemens A.G.As the commercial partner to the Industrial Automation Division Asset Manager, responsible for generating monthly reports, analyzing the developments, and conducting monthly performance reviews with the Business Unit asset managers.

Member of a cross functional internal consulting team / assurance function with various business process expertise, responsible for identifying improvement opportunities. Diverse topics include: review of business strategies, process analysis, assessment of projects, post acquisition evaluations and verifying implementation of regulationsParticipated in projects across the US, as well as international assignments in China, Israel, Mexico, & Canada.Led projects, with teams of 3 to 6 team members. Responsible for determining stakeholder expectations, planning the review, successfully executing the engagement on time and presenting the recommendations to managementWorked closely with each of the divisions in the Industry Sector, gained experience in different business types (e.g. product, project, service, software businesses) and acquired an in depth knowledge of various business processes

Two year management training program consisting of four, six month rotational assignmentsInternal Audit – Atlanta, GA January 2008 –September 2008Performance Controlling – Siemens Corporation – Iselin, NJ July 2007 – January 2008Power Distribution and Controls Division – Atlanta, GA January 2007 – July 2007Power Distribution and Controls Manufacturing Facility – Dallas, TX July 2006 – January 2007Participated in four one-week leadership training seminars: Essential Facilitation, Project Management at Siemens, Influence without Authority (DISC personality assessment), Speaking with ImpactSignificant accomplishments for program support include: managed monthly training via peer workshops, organized weekly Finance Intern Executive Speakers Series, and led University of Florida recruiting efforts