Karen Dyer Email and Phone Number

• Guided the region through sales growth of 180% and division margin growth of 246%. This delivered actuals in 2017 of $263 million in sales and $150 million division margin.• Designed and implemented the new regional finance structure; recruiting and training / mentoring the Country Controllers and formulating their support organisations.• Awarded a DVP award in 2015 for being a key contributor to the creation of an innovative new patient distribution model to support a key new product launch within the Region.• Managed multiple and varied shared service finance support arrangements to ensure that our financial results were correctly recorded, analysed and explained.• Leadership role in ensuring all countries were audit ready and achieved unqualified opinions in all audits.• Directed the formulation of the Region’s financial and demand plans, challenged the countries on their submissions to ensure robust plans were in place, coordinated the build-up presentations explaining key concepts and presented our proposals to EMEA HQ with our Region Director.

• Provided financial planning, control, stewardship and support to the UK Ireland commercial business (2011 sales $78 million, division margin $37 million).• Key financial adviser to the leadership team, ensuring that the development of strategy and execution of initiatives were aligned with financial commitments.• Responsible for ensuring robust financial and compliance controls were in place. Successfully lead UK Ireland Commercial through 4 financial audits without receiving a single recommendation. Active member of the Abbott UK Entity Audit Committee.

• Established the Finance Manager role within ADC UK Ireland Commercial where no previous role existed. • Introduced a new analytical, model-based approach to the development of the Sales and Operations Plan [S&OP], Finance Plan and Latest Best Estimate [LBE] forecasts. As a result recognized as a Top Performer in 2008 for achieving high forecast accuracy.• Drove the development of Plan, LBE and Long Range Plan forecasts ensuring that input and consensus was obtained from key functional contributors. Actively reviewed and critically assessed assumptions for reasonableness.• Supported the UK Ireland General Manager with the development of presentations explaining the rationale behind our Plan/UPD submission and assisted with delivering the presentation to the EMEA Divisional Vice President.• Ensured that top level sales targets and financial plans were translated into effective sales force targets and department budgets.• Analysed and reported monthly financial results, undertaking root cause analysis to determine the key variance drivers and implemented corrective actions to ensure plan commitments were delivered.• Responsible for the demand planning function and monthly S&OP review process.• Managed, developed and motivated a team consisting of the Commercial Excellence Manager, Demand Planning Manager and a Financial Analyst.• Effective management across Abbott Divisions to ensure a high level of shared service support to the ADC UK Ireland business.

• Responsible for the Financial Plan and LBEs for ADC UK Manufacturing and R&D operations. (2006 total manufacturing and R&D costs $155 million). Ensured that targets were communicated and understood by operations and the provision of timely and accurate updates to HQ regarding risks and opportunities. • In 2006 I represented Finance on the team charged with formulating and proving the consolidation of 2 manufacturing sites. This represented investment of $15.9 million capital, $6.1 million project expense, $28.5 million one-time costs. The calculated ROI was 31.8% with payback in 3.1 years. Guided the Site Management team through the delivery of this commitment in the 2006 plan. Recognised with a Vice President’s Award for outstanding contribution to the project. • Through 2006 I worked closely with Site Management to drive down costs [LBE $3.9 million favourable vs. 2006 Plan].• Facilitated the development of Capital, Project Expense, Overhead, SG&A, Manufacturing Management and R&D budgets within required timelines and available resource. Ensured close coordination with cost centre managers through budget development.• ROI calculations for capital spend proposals aligned to corporate policy. On approved projects conducted ongoing review to ensure that commitments were met. • Responsible for coordinating the compilation of data and analysis to enable the critical review of actuals and for providing commentary versus plan/update.• Management of Treasury activities, coordinating monthly hedging.• Lead headcount planning, reporting and recruitment approval; a pivotal role ensuring that the site remained on track to meet restructure program commitments.• Management of 3 Financial Analysts to ensure effective FP&A support.

• Identified as a high potential candidate, this was a transition role into the FP&A Manager position which was due to be vacated in one year by an expat employee.• Review of plan and actual P&L and spend schedules to ensure accuracy.• Coordination of the planning calendar and scheduling of site reviews.• Preparation of legal entity P&L and Balance Sheet schedules to tight deadlines.

• Production of monthly management reports (employing Hyperion Essbase) comparing actual to budget. Variance analysis and correction or comment. Cost Centre Manager reviews, clarifying key drivers. Including balance sheet reporting and commentary• Maintained the critical success factors relating to Cost Improvement, Distressed Inventory and Division Margin.• Supported the FP&A Manager at the Site financial plan reviews, elaborating on cost centre budgets, providing further analysis and following up on action items. Updated the plan files in Hyperion Pillar in accordance with changes agreed at the review.• Translation of finalized standards into the plan financial statements.

• Collaboration with the Purchasing function to build the Purchase Price Variance target and LBE forecasts. • Review of standard material costs supplied by purchasing to assess accuracy.• Detailed analysis of Material Usage Variances, manufacturing orders and inventory• Route cause analysis of variances versus standard with detailed commentary.• Participation in the standard cost setting process, cost input and verification.

• Fast-track graduate development scheme training future finance leaders of the NHS. The training scheme included placements in management accounting, internal audit and financial policy and strategy.