• Assumed leadership responsibilities for Americas Financial Planning and Analysis Operations support team in Scottsdale. • Responsible for collaborating with senior process owners, field management, and Singapore staff to develop the annual operating budget - $2B for the Americas. • Provide decision support analysis and recommendations for Americas’ senior process owners as a support role for terminal client evaluation, major contract supplier negotiations, and capital investment opportunities. • Created a periodic executive summary for the senior management team in Scottsdale – highlighting period performance, unit cost trends, and cost savings initiatives.• Enhanced existing models and implemented new models to help understand drivers in periodic rate/volume variances.• Led team to improve the Americas DPO (Days Payable Outstanding). To date – changed Payment Terms on $600M in annual spend, generating annual interest savings of a projected $1.7M each year.• Developed and implemented a new AR reporting tool that addressed the negative trend during the recession. AR% past 30 days improved from 19% to 8.5%. The project was a success and has been adopted as an Americas’ best practice.

• Consolidated two America’s regions into one – absorbing the Controllership responsibility for both areas. Standardized processes, implemented controls, and improved period end analysis. Area encompassing 26 states, 6 port terminals, 46 container yards, and 77 rail ramps ($275M in annual spend).• Regional Lead for SAP implementation. Provided design requirements for GLR, MAB, PRM,CAP, FAA. Regional lead for SAP cutover, End User Training, and User Acceptance Testing.• Implemented new ACE – Activity Costing Environment system, to third party port and CY locations to enhance visibility to detailed volume activities, and to increase contract visibility and control. • Maintained/ensured good internal controls in region and ensure all policies followed.• Conducted quarterly forecasts and annual budgeting process for both Operations and G&A.

• Managed the finance team responsible for processing payroll, payables, fixed assets, period-end close, forecasting, costing, and system administration.• Responsible for month-end close and reporting financial results to headquarters and plant steering team members.• Responsible for developing, consolidating, and presenting the Fiscal 2002/2003 operating plan to senior management.• Oversaw the closeout of the largest capital investment in a manufacturing plant in Pillsbury history.• Responsible for developing manufacturing costs for prospective new products on existing manufacturing lines.• Presented financial results and performance indicators at plant wide meetings.• Worked cross functionally with headquarter Operations Business Managers, Research and Development personnel, and other manufacturing plants.• Chosen as SAP site leader, SAP power user. Trained all Manufacturing Specialists on how they impact the plant’s P&L.• Led Holiday Pay Focus Group, member of the Steering Team, and Recognition Committee. Facilitator for Peer Review.

• Managed and enhanced corporate Financial Executive Information System.• Converted high level business needs and specifications to tangible design requirements. Created specifications and documentation to give to MIS for user interface design. Ensure interfaces built to specifications.• Developed and conducted test plans for new system designs and approved new designs for production.• Trained executives, department and branch managers and users individually and in hands on training classes. Training sessions included instruction on the principles of Economic Value Added and how they can tangibly increase the EVA at their responsibility centers. • Conducted presentations representing and demonstrating Safety-Kleen’s Executive Information System to departmental staff, board of directors and outside companies.

Member of project team responsible for developing new system to drive Revenue and Expense information down to the Branch level and create a user friendly EIS.• Identified business needs for expanding and enhancing P&L information at the branch level.• Consulted with MIS to create and design user interfaces that automatically and selectively generate journal entries at the branch level. Interfaces are table driven to provide flexibility. Ensured MIS met business requirements.• Through systems enhancements, corporate periodic closing schedule decreased from thirteen days to seven days.• Created a prototype of the original Branch P&L screens and identified the type of data needed for detailed drill down presentation. Identified the type of data that should be presented when drilling through the multidimensional database into DB2 files.• Designed and created training materials and conducted training classes for users at all levels.

Maintained and improved the Cost Accounting Inventory Control Interface to track approximately 85,000 inventory transactions each period.• Created and implemented Safety-Kleen’s first Activity Based Costing system at a Distribution Center. • Coordinated extensive interaction with Inventory Control, Purchasing, and Operations.• Prepared and reviewed quarterly and year-end PBC schedules for outside auditors. • Planned, coordinated and reconciled Safety-Kleen’s North American annual physical inventory, including 2,000 part numbers at over 200 locations and an inventory value exceeding $35 million.

• Analyzed, edited and created accounting reports for Recycle Center Plant.• Created a comprehensive consolidated PC based budgeting tool for Recycle Operations.