Strategic Vision: Developed tactical performance metrics and reporting and concisely communicate needed areas of focus to key organizational leaders on a monthly basis. Determine stakeholders and design inter-organizational projects to mitigate high risk financial exposures. Leverage cross-functional teams to facilitate annual $3M net productivity target to operations and supply chain by creating alignment between KPIs and financial performance vs AOP and financial forecasts. Business Alignment: Partnered with Product Data Management and Operations leaders to uniformly re-configure Oracle routing setup company-wide. Key resource in converting existing system data and acted as the organizational architect of the revamped methodology. This collaboration lead to increased data integrity and a more precise production schedule which improved operational efficiency by and reduced wasted materials by 12% and 10% respectively. Transformational Change: Championed and completed a cross-functional project to optimize the key business process of new item creation. Identified process flaws and bottlenecks and concisely communicated solutions and benefits to all key stakeholders. Utilized internal resources and effectively redistributed workflow yielding 25% quicker turnaround times and improved customer relations.

Multi-site Responsibility: Successfully provided financial support to onsite and offsite contract manufacturing facilities with exceptional communication. Responsible for monthly expense reporting, material usage exposure, work order censure, key balance sheet reconciliations and various accrued liabilities. Provided enhanced visibility to financial risks and collaborated with plant personnel to mitigate fiscal exposure.Finance Leadership: Implemented monthly budget reviews with cost center owners, employed weekly material usage reporting and developed trackable labor productivity metrics to attack the organizations largest cost drivers while also creating a culture of accountability. Achieved $1M in year over year operating cost reduction which lead to the adoption of these practices company wide. Attended daily tier 3 meetings and provided insight into top financial performance hurdles with functional owners.Effective Communication: Partner with Plant and Warehouse Managers monthly to translate financial performance inclusive of operational metrics, inventory, material usage and labor productivity. Identify operating cost deficiencies and connect with business stakeholders to implement lasting countermeasures. Created and distributed performance deliverables matrix for operations finance support team generating clarity and transparency of financial objectives and ensuring future successes in attaining efficiency targets.

Business Impact: Served as the designated financial resource to the EBM and INJ value streams. Proactively reviewed and validated strategic assumptions and financial implications for over $15M in capital and process improvement projects. Leveraged financial acumen to prioritize initiatives and guide the business to the highest impact opportunity. Facilitated over $2M in operating cost reductions through collaboration with Operations, PPI and Engineering teams. Financial Oversight: Developed a dynamic reporting package for Excess and Obsolete Inventory exposure to efficiently communicate results to corporate leadership and emphasized which SKUs and product lines required immediate action. In addition, worked with master data team to pinpoint and eliminate a process flaw which played a key factor in erroneously inflating the E&O inventory reserve. Through supply chain leadership, participated in monthly calls with commercial business line owners to discuss possible relief of high exposure inventory. These initiatives netted a $1M improvement to the financial performance of the Rochester Site. Continuous Improvement: Outlined matrix for incoming operations analysts to create a consistent and effective level of support across all four Rochester Site Value Streams. Revamped capital request form to streamline informational inputs and increase visibility to key business case assumptions. Trained over twenty operational engineers across all four Value Streams and two manufacturing facilities on this new form and served as a central resource in substantiating data integrity.

Transformational Change: Piloted operations financial analyst role by becoming immersed in day to day operations, forging working relationships with key value stream personnel and providing financial analysis and tools to highlight needed areas of focus. Built a high level of trust and earned the respect of operational team members by actively engaging in improvement initiatives and facilitating a healthy and transparent stream of communication.Finance Leadership: Quickly became a subject matter expert on the semi-annual physical inventory audits overseeing $50M in inventory and facilitated all financial reporting checks and balances pre and post audit. Liaison between operations and external auditors for line location and warehouse inventories to ensure accurate and prompt floor to sheet and sheet to floor verifications. Entrusted to travel to Hyperlogistics external warehouse and assist in offsite physical inventory by interfacing with external auditors and validating final counts.

Trusted Business Partner: Acted as the key financial resource for a combined annual $5M investment strategy at three sites. Liaison between operations, engineering and leadership to ensure transparent and succinct capital business case presentations. Proactively partnered with capital project owners to keep budgets, timelines and scope in line with organizational expectations.Process Optimization: Leveraged Microsoft Excel and SAP operating system acumen to streamline month end close entries, reporting and communication leading to a 50% reduction in required time and manpower. Also increased reporting accuracy and improved formatting by consolidating multiple processes into one. Effective Communication: Succinctly translated financial results for the management committee and CFO to facilitate dialogues and decision making aligned with the organizations strategic vision. Proactively followed up with key organizational resources to communicate and lead executive designated financial and operational directives.

Accounting Controls: Coordinated a cross functional team to oversee the successful completion of a sitewide fixed asset physical inventory. Collaborated with the corporate audit team to ensure compliance with Sarbanes-Oxley, developing and testing key controls in accordance with company policies and procedures. Responsible for all internal financial reporting and analysis. Versatile Team Player: Ambitiously absorbed several functions outside the normal realm of my role in order to aid the company during a time of attrition. Additional responsibilities included sales and use tax reporting, fixed asset and depreciation forecasting, bank reconciliations, expense report processing and time card management. Additionally, process improvements were implemented, and operative documentation was created for each of these practices to reduce handling times and support future process owners.

Finance System Implementation: Lead the implementation of a home-grown windows-based operating system known as “World Glass V2” for ABC Cost Model and Inventory. Served as the key financial and training resource for fifty plus office employees over a six-month time frame and ensured seamless transition sitewide.Reporting Acumen: Acted as the de-facto reporting expert for the Geneva site, creating custom crystal and MRE reporting as needed to support and maximize efficiency for all cross-functional teams. Generated a functional sensitivity tool for the inside sales team to accurately predict profitability impact of pricing by product and customer which improved relations while also expanding net margins.