Providing interim CFO services to Fortune 500 companies. Activities include:• Managing and executing day to day finance and accounting operations.• Being a catalyst for executing strategic and financial objectives including implementing business transformations.• Providing financial leadership in determining strategic short-term and long-term priorities.• Protecting and preserving critical assets of the organization including remediating material weaknesses and improving controls.• Improving the effectiveness of the Finance organization including designing and implementing a new organization structure to drive enhanced accountability, effectiveness, and engagement.

Strategic advisor and business partner to the CEO and senior management team. Responsible for all financial matters for Flowserve Corporation including public financial reporting, treasury, tax, investor relations, controllership, compliance, business development and oversight of financial management. Managed a staff of 1,000 employees across 120 locations supported by 43 ERPs; 80% of staff located outside the US.• Provided a leadership role in FLS’s transformation initiative (FLS 2.0). FLS 2.0 is a company-wide initiative to reengineer how FLS conducts business to improve ROIC and drive shareholder value. FLS 2.0 is focused on driving operational excellence, reducing complexity, accelerating growth, expanding margins, increasing capital efficiency and improving organizational health. Responsible for developing and implementing the overall FLS 2.0 blueprint.• Significantly improved financial performance (2017 to 2019): EPS +62%, ROIC +70%, Operating Margin % +250 bps, Free Cash Flow Conversion +85% (vs ’18), Effective Tax Rate -17%, Debt to EBITDA -27%.• Transformed the Finance function; Reduced Finance cost by 8% offsetting merit & benefit increases and improved employee engagement by 16%.• Upgraded team…90% of direct reports are new to their current role. Moved Internal Audit in-house.• Team remediated material weakness (inherited), implemented ASC 606 (Revenue Recognition) and ASC 842 (Leasing) on time without issue, reduced required controls by 30% and reduced open audit items by 50%.• Team designed and implemented the company’s first transfer pricing and standard costing policy.• Worked with Legal, to develop and implement the company’s first activist response plan; Implemented the company’s first comprehensive capital allocation framework.• Team improved capital structure: Refinanced Senior Credit Facility ($0.8B), Improved leverage ratio by 27%, Reduced DSO by 10% and improved the outlook of 2 of 3 credit agencies.

Strategic advisor and business partner to the CEO and senior management team. Responsible for all financial matters for CHC Group including public financial reporting, reporting to private equity investors (CD&R, First Reserve), aircraft financing, treasury, tax, investor relations, controllership, compliance, business development and oversight of financial management. 100% of revenue is outside the US. Managed a staff of 171 employees (down from 228, a reduction of 25%); 95% of staff located outside the US.Provided leadership in CHC’s highly complex, voluntary filing under Chapter 11, including negotiating with key stakeholders (e.g. debt holders, suppliers, lessors, customers, unions, etc.), strategizing with advisors (Weil, Gotshal & Manges, PJT Partners, CDG Group, Seabury Group), raising new capital ($450 MM), participating in court hearings and implementing new cash management system. Chapter 11 required CHC to file in 43 (out of 80) global entities. CHC emerged from Chapter 11 in early 2017 with $1B less debt, $1.1 B lower lease obligations and a more competitive cost structure.

Direct report to the UK-based Group Finance Director with a dotted line to the Executive Director of the US. Responsible for all finance and accounting activities for National Grid US ($13B in revenue, $23 B in enterprise value, $11B in debt) including financial reporting, budgeting, controllership, compliance, and oversight of financial management. Local responsibility for treasury, tax, and investor relations. Managed a staff of 450+ employees. Organization is responsible for issuing 140+ financial statements to regulators and investors.• Played a leadership role in the implementation of a new jurisdictional-based operating model that has enabled National Grid to be more focused on its customers, regulators, and communities while reducing overhead by $200 MM. In addition, successfully filed four rate cases that improved financial performance (ROE) by 33% in three years (FY ’13 vs. FY ’10).• Provided leadership (Co-Executive Sponsor) in National Grid’s implementation of SAP. New system impacted over 90 operating systems across the US jurisdiction. Implementation was one of the largest in SAP’s history.• Improved the quality and value of the Finance organization. Established a Finance organization that was “Fit for Purpose”: implemented a new organization structure, added / upgraded talent, and developed financial analytics that addressed external and internal requirements. In addition, significantly improved processes and controls to address historical control deficiencies.• Responsible for addressing issues identified in an independent audit assessment of National Grid’s processes and controls. Approximately 60 recommendations have been or are in the process of being implemented.• Led the business through several high impact / high exposure business crises.

Direct report to the Executive Vice President of Healthcare and Innovation with a dotted line to the President of MWV. Specifically selected for this role by the CEO of MWV. Tasked with integrating several stand-alone entities into a cohesive, high-performing business unit. Responsible for developing and implementing a global operating system that positioned the Healthcare business to meet BOD expectations. Other goals were to improve plant operations, supply chain, and customer service.

Direct report to the Chief Financial Officer of MWV with dotted line responsibilities to the President of MWV and the President of the Packaging Resources Group. Full P&L finance responsibility (e.g., Operations, Accounting, Strategy, Foreign Exchange, and ERP Implementation) for a $3B revenue industrial manufacturer with 6,600 employees in 18 countries. Responsible for improving the business’s operating performance and overall business processes. Also responsible for financial controllership (including company audits), organizational development, and staffing. Managed a staff of 125 employees with 65% of the team located outside the United States.

Reported to the CFO of EDS. Recruited by CFO to turn around EDS’ $2.7B Business Process Outsourcing (BPO) business. Responsible for developing, implementing, and executing a comprehensive business strategy to drive revenue and income growth.• Developed and implemented EDS’ first comprehensive business strategy for BPO. Strategy focused on driving growth in selected markets, exiting underperforming business, and leveraging capabilities across product line offerings to drive efficiency and profitability.• Provided financial leadership in $0.6B acquisition of Towers Perrin Administration Solutions (TPAS). Played a critical role in developing both the strategic rational and the transaction structure. Prepared the pro forma, executed due diligence, and assisted with negotiations.

Division CFO, GE Components, Plainville, CT (2001 – 2003)Honeywell Integration Finance Leader, GE Industrial Systems, Phoenix, AZ (2001)Corporate Staff Executive, Mergers & Acquisitions, Fairfield, CT (1999 – 2001)Manager of Global FP&A, GE Industrial Systems, Plainville, CT (1998 – 1999)Division CFO, GE Meters, Somersworth, NH (1996 – 1998)Director of Technology Finance, GE Lighting Europe (GELE), Budapest, HU (1994 – 1996)Audit Manager, GE Corporate Audit Staff (1990 – 1993)Financial Management Program, GE Lighting, Cleveland, OH (1988 – 1990)