Kate Coward Email and Phone Number

Advise & support clients in various capacities including management consulting, business strategy, fractional CFO, interim CFO, finance projects.

Strategic business partner serving in a Divisional CFO capacity to senior executive leadership team. Directing overall management, direction and integrity of the accounting, finance, systems, and financial reporting functions for all domestic and international business locations within the $0.5B medical division of a $1B provider of infection prevention products and services in healthcare market. • Advisor to senior leadership team on development of vision, strategy and policy-making for company, supporting the strategic and operational plans of the business unit• Lead initiatives to improve, automate, and simplify current accounting and reporting processes to maximize their efficiency and effectiveness• Direct all audits and manage outside audit firms, banks, accounts payable/receivable, pricing, commissions, ERP implementations, manufacturing and supply chain operations

Directed the financial strategy and opportunities for global manufacturing operations at this $5B leading manufacturer of recreational, sport, and utility vehicles in the powersports industry. Delivered four years of progressive leadership managing 12 sites, 350k+ vehicles per year across three core areas: Strategic Operations Group, Global Manufacturing, and Product Safety & Quality.• Led reporting and analytics through significant market downturn and product recall environment over 2-year period, delivering 40 bps operating margin improvement contribution from operations• Led financials for capacity expansion activities for 2 greenfield and 3 brownfield start-ups, 5+ plant logistics centers, 2 acquisition sites and 1 joint venture operation• Implemented Lean Continuous Improvement program on finance processes to generate thousands of FTE hours in productivity time savings, re-allocated toward improved analytics to serve business partners over 3+ years• Created finance framework and hired team for new Strategic Operations group including policies, standard work, and execution to drive hundreds of millions of dollars in hard/soft savings over six years• Led 40 direct and indirect reports with extended mentor group plus hired 20 new finance staff to build and train high-performing team

Led business development initiatives and strategy for manufacturing footprint optimization and technical accounting for $0.4B business. Named to GE Power & Water manufacturing finance “experts” team driving strategic objectives across the $44B business.• Directed the complete overhaul and evaluation of commodity flow business standard costs, resulting in new commercial strategies, change in inventory management, product line exits, and changes in global manufacturing footprint• Initiated, investigated key margin erosion drivers, driving management to reorganize and re-focus• Executed sale of lab filtration business: co-led external negotiations, coordinated agreements with attorneys, managed cross functional team• Led finance projects (policy implementation, simplification, accounting, reporting) across GEW&PT to standardize areas and reduce total business metrics used by 90% and unique reports by 75%• Streamlined finance team organization including operating rhythms, roles and responsibilities; set vision and executed plan to lead team out of an overworked, stumbling, low-morale environment • Built financial framework for business segment where none existed; drove day-to-day operations/strategy• Dual role as P&L Leader for global flow and Supply Chain Leader for U.S. and Canada equipment operations for 13 plants/locations and 4 product segments

Led financial integration with another $1B+ GE subsidiary including designing consolidated reporting structure comprising ERP interfaces, operating rhythms, and other analytics. • Managed restructuring project, reducing costs by $26M; identified opportunities, owners, results• Created global budget accountability process with 16 functions contributing to $36M (12%) base cost reduction

Provided operational improvements and audit guidance for $147B+ multinational conglomerate corporation, comprising businesses in healthcare, aviation, software, oil and gas, mining, power and water, lighting, and capital financing. Member of internal audit group which traveled among company’s various business units to make independent judgments on financial statements and operations and provide improvement recommendations. • Led team of 3 auditors in a “think tank” environment, supporting analytics on Revenue Recognition and Deferred Revenue balance for SEC investigation. GE Aviation, Cincinnati, CT• Managed GE Lake discontinued operations for sale to Shinsei Bank valuation basis. GE Money Japan, Tokyo, Japan• Reconciled legacy tax and retained earnings balances in 3 Latin American countries resulting in write-offs. GE Trailer Fleet Services, Wayne, PA• Audited GE’s 3 largest commercial & cargo long-term service agreements. Analyzed critical assumptions for warranty costs, part repair, and engine performance. GE Aviation, Cincinnati, CT

Led analytics and recommendations during four 6-month rotations at separate GE-Plastics operations in Massachusetts, New York, and Netherlands, coupled with academic course work in Connecticut and Budapest, Hungary.