Lead Finance organization at this rapidly growing communications, test and measurement company

Led aggressive initiative to invest in key areas that will enable significant top line returns. Pulled high-level leaders into full-time project roles. Goal is $200M of incremental profit in 2019

FP&A lead of largest initiative ever undertaken by SBD.• Cost Reduction: Drove $40M in annual savings though centralization, shift to lost cost locations, process improvements and Robotics | Artificial Intelligence implementation.• Reporting/KPIs: Developed benefit tracking methodology to communicate performance to shareholders

Led $60M global project to transform the Finance organization from diverse systems and methodologies to a single suite of reporting and analysis tools (Hyperion Planning and Essbase).• Project Management: Directed complex project through significant obstacles on-time and budget• Strategic Leadership: Engaged 200+ global Finance personnel in design, testing, training, change management and implementation. Clear and constant communication with company leadership

Financial leader of $3 billion North American construction and do-it-yourself tools and home products manufacturing and marketing organization.• Strategic Planning: Set strategic direction through partnership with Presidents and SVPs of Operations and Sales. Studied industry trends, competitive forces and developed critical initiatives. Identified acquisition and divestiture opportunities. • Analysis: Partner with all business units and functional areas in this complex matrix organization to make better business decisions, driving company to significant overachievement of all operating objectives for 2 years running since joining organization.• Budgeting/Forecasting: Drive monthly and quarterly forecasting process, ensuring that detailed build and top-level expectations come together. • Cost Controls: Implemented aggressive approach to improve controllable cost performance by 10% during a period of 7% annual revenue growth. • Accounts Receivable/Payable: Drove annual improvement in working capital of one turn through better informational insight, improved compliance and assertive collections initiatives and inventory reduction.

Apex Tool Group was formed as a joint venture by Danaher Corporation and Cooper Industries in 2010. Financial leader of $800 million NA Hand Tool Division (largest in Apex). Led division within Danaher Tool Group prior to JV and served as Controller.• Successfully merged Cooper and Danaher Tool groups into Apex. Dealt with complex consolidation issues for sales and accounting data. Enabled quick harmonization of all policies and procedures. • Led annual strategic planning and budgeting efforts. Utilized best practices to streamline processes and enabled a step-change to a more collaborative and effective process.• Implemented improved processes to realize three consecutive years of 15% annual cost reduction while simultaneously improving overall output and performance. • Interpreted sales and financial data and developed analysis and reporting to determine root cause of issues and potential counter-measures. Implemented Cognos analysis and reporting tool.• Led Accounts Receivable and Accounts Payable operations, driving a one turn improvement for 4 consecutive years.• Drove monthly closing process, tracked capital spending and compiled all management reporting. Implemented new Hyperion consolidation system to merge financials of two JV entities.• Implemented control improvements and ensured compliance with Sarbanes-Oxley.

Finance leader for this $1.7 billion advertising, marketing and printing company. Oversaw finance function for Sales, Marketing, Strategic Planning, HR, Legal and IT as well as the Digital Solutions and Creative Services business units.• Directed company’s Sales reporting function. Worked with CEO and CFO as well as sales representatives to build user-friendly and insightful reporting.• Developed strategic approach to maximizing customer profitability. Analyzed all new product introductions. Led company’s entrée into reverse auctions which led to more than $50 million of incremental annual revenue. • Created innovative sales compensation program for company-wide sales force resulting in $5 million in annual cost savings and increased sales. Member of Executive Compensation Committee

Financial Management Solutions- Media; Los Angeles, CA 2002 - 2004Financial Management Solutions- Consumer Products; Philadelphia, PA 1999 - 2002Directed consulting teams on large-scale (up to $40 million budget), multi-national finance projects for clients such as the Walt Disney Company, Time Warner (AOL), PepsiCo, GlaxoSmithKline and Xerox. Projects were geared toward the CFO and the finance organization and focused on increasing efficiencies and maximizing long-term shareholder value. • Process team lead for largest worldwide single instance SAP implementation to date. Performed process mapping, change impact analysis, user testing and development of training.• Drove more than $250 million in cost reductions with a major media and entertainment company through benchmarking analysis, implementation of best practices and general process improvement. Performed baseline assessment, organizational design and implementation (including benefits realization tracking). Stock price increased 58% from project start to 1-year post implementation.• Led numerous strategic planning, budgeting and forecasting projects resulting in more that $100 million of savings. Developed balanced scorecards and improved measurement systems.• Developed integration plans and led implementation for the merger of PepsiCo and Quaker Oats companies for all of their functional areas. Total synergy savings were $700 million.

Senior Corporate Project Manager; Somers, NY 1997 - 1999Executed large-scale, company-wide finance, sales, marketing, and human resource projects involving integration of management and end-user needs with technology solutions and process improvement. Leveraged diversified business background, system knowledge and leadership ability.• Led all merger and acquisition analysis and headed up integration teams.• Developed and conducted comprehensive training program for all company finance personnel.• Drove continuous improvement efforts on all corporate processes and systems.Business Planner; Philadelphia, PA 1993 - 1997Financial leader of a unit with over $350 million in annual sales. Directed the analysis of all aspects of Pepsi's business. Presented business reviews to President and CEO of Pepsi.• Led the annual budget and sales planning processes, which required both high-level strategies and detailed level budgeting. Oversaw the monthly financial close process.• Studied competitive sales forces and developed proactive and reactive strategies.• Developed and negotiated over $30 million of customer contracts with major league sports franchises, casinos, amusement parks and major universities.• Analyzed all operating costs, pricing and promotions and approved all capital expenditures.

Managed large consulting teams on financial analysis, planning and process reengineering projects for major corporate and municipal clients such as American Express, Lyondell Chemical, the City of New York and the District of Columbia.• Financial consultant on over $10 billion in municipal bond offerings and administered $2.2 billion of federal and state wastewater construction grants to maximize funding to clients.