B2B CFO® is a firm of Strategic Business Advisors serving owners of privately held companies. We specialize in enhancing cash flow, increasing company value, and aiding in business exits. Through B2B EXIT® and Certified B2B EXIT® Advisors, we bridge the gap between the CFO and Exit industries. With decades of experience, we've developed award-winning software and published resources. Learn more about how we support business owners at www.b2bcfo.com and www.b2bexit.com

Provide shared service support for US sales and marketing team including pricing, market research, sales forecasting, customer level analytics, salesforce.com administration, monthly metrics reporting • Drive the annual sales incentive compensation plan development for three separate lines of business across twenty six different roles; conduct annual assessment of the previous year’s plan performance; examine leverage, payout curves, benchmark data in order to provide the compensation committee plans that support the stated business objectives; develop sales goals; oversee timely compensation administration; metrics reporting and analytics actual versus target pay by component• Serve as functional lead for go to market strategy resulting in new Key Account Manager role; realign field territory assignments in order to fund new positions using Javelin tool• Transform the Salesforce.com experience for 400+ users, increasing utilization, driving accountability in funnel management through individual, regional, and national performance dashboards across various lines of business; redesigning and customizing to accommodate new product launches, new go to market strategies and targeted initiatives• Lead monthly business review process to drive greater accountability across all lines of business, providing insights to executive, brand and sales management, supply chain and finance• Collaborate with field sales, corporate accounts, marketing, finance, supply chain during annual development of supporting price/share/volume analysis for strategic plans and annual budget • Evaluate, implement, and conduct field training on all sales enablement tools: business objects reporting, contracting tools, territory alignment (Javelin), proprietary value economics tools; Salesforce.com and associated applications (Grid buddy; Task Ray; Docusign)

Led cross functional team including finance, pricing, contracting, human resources, sales & marketing to rewrite ten incentive compensation plans to support new channel strategy and customer retention, profitable growth objectives. Streamlined compensation payout process while enhancing compliance. Revised sales forecasting model based on customer capital instrumentation placements, accounting for utilization trends and improving forecast accuracy. Supervised incentive compensation analyst and sales analytics manager

Led team of eight responsible for reporting of World Headquarters ($750 MM after tax); Collaborated with Tax, Consolidations, Internal & External Audit, Worldwide Procedures, ensuring timely, compliant, accurate reporting o Supported Vice President Finance Leadership Development and Corporate Operations, enhancing and standardizing corporate reporting and forecasting, reducing ad hoc needs, seamlessly migrated shared service team to a remote location while enhancing SOX compliance, standardizing and streamlining processes, and maintaining connectivity to businesso Drove cross functional initiatives and process improvements with Legal and Risk Management to increase visibility to product liability, enabling bill back of $40 MM to insurance captiveo Streamlined $2 B Domestic Affiliate charge-out process, enhancing visibility to cost drivers o Led successful 2010 internal audit, eliminated 2011 audit and reduced future audits from three weeks to two or less; streamlined and standardized DCMs and testing, enhanced training, increased awareness through scorecards resulting in an exception free 2011 SOX CertificateTalent Management and Organizational Development o Led and developed team of eight with only one member having more than six months experience; redesigned team ensuring sustainable processes, reducing turnover and critical knowledge drain, providing more robust developmental experiences and ensuring tighter complianceo Finance Leadership Development Plan (FLDP) Program Champion 2009 and 2010 – mentored new hires, led annual performance calibration and participated in college recruiting processo Manager Forum co–lead 2011 – clarified forum roles and responsibilities, established scorecard reporting for the Shared Service Center’s top five priorities, co-led succession planning and led performance calibration for 45 analysts; deployed Global Finance Competency Model semi-annual training

Supported VP of Sales & Marketing, developing sales forecasts, territory goals and compensation, expense forecasting, and metrics tracking;

Franchise owner/operator