Divisional Finance Director – FP&A Waltham, MA (annual revenue $1B) 2014-presentDrive the management, preparation, corporate coordination and review of the Division’s financial processes related to the monthly financial close process and related reporting and audit requirements, monthly and quarterly business reviews (MBR/QBR) and Annual Operating Plan (AOP).• Improved visibility to P&L “leakage” to drive action items and better forecasts.•Championed a Corporate-wide Process Improvement – Report Elimination: decrease reporting tasks, increase financial analysis & business partnership.• Used process improvements on monthly & quarterly reporting tasks leading to smaller team.

Operations Finance Manager – Asheville, NC (annual revenue $500M) 2012-2014Managed the financial responsibilities of the manufacturing/costing/inventory activities with an Ops Finance Team of 4 and FP&A Team (of 2). Served as Member of the Site Senior Staff.• Inventory Reserves – Managed E&O to below AOP target. Minimized end-of-life product line elimination to less than $200K.• Inventory – Met DOS targets. Developed cycle count program for the WIP lines. Reduce YOY PI by 10%. Partnered with Material Manager to reduce inventory by $4M.• FP&A – Developed team to improve MBR process, Site Review Package and various reports/metrics.

Assistant Controller – Asheville, NC (annual revenue $400M) 2010-2012Controlled the day-to-day financial activities, ensure full accountability and accuracy of financial statements for the Site, adhered to meet Accounting deadlines and all internal and external policies.• Reduced the month-end process from 12 days to 5.• Financial Commitments – Improved Integrity and Efficiency of Reporting Processes.• Improved Finance’s TAS (Thermo Allegiance Score) by 10 points in less than 1 year.

Manager of Financial Analysis & Planning – Asheville, NC (annual revenue $400M) 2008-2009Responsible for the Financial Planning and Analysis activities of the new formed Global Service business. Managed the budgeting, forecasting, reporting, business case development and ad-hoc analysis. • Transformation Plan (ROI) to set up new Service organization.• Trained non-Financial Managers to understand and manage business issues.

Assistant Controller (annual revenue $150M) 2005 - 2007Managed the Accounting Team and all functional areas of: financial reporting, costing, general ledger, sales tax, order entry, payroll, accounts receivable, and accounts payable. Consolidated divisional (US and Germany) financial and management reports, as well as serving on various global cross-functional teams. • Managed the closing of a distribution center in NJ and migration to NH. Impact: $1.5M savings.• Reduced raw material costs by $800K in 6 months via a cross-functional team using Six Sigma strategy. • Led collection team that reduced DSO from 212 to 49 days by managing order entry.• Restructured departmental workflow, resulting in a $270K annual reduction of staffing expenses.

Manager of Business Systems & Financial Reporting (annual revenue $150M) 2002-2005Managed the current business system and all levels of financial reporting and planning. Responsible for the Internal Management Reporting Package. Developed Internal Audit Program. Government reporting/compliance. • Set-up opening Balance Sheet (reserves for special accounts such as: E&O inventory, special accounting of trade-ins contracts, etc.) Impact: Visibility and management of the P&L reserve; previously non-existent. • Implemented a cycle count program: Impact: Eliminate annual physical (savings $450K per annum)• Reduced E&O Inventory by $3.0M (50%) in 2 years

Controller (annual revenue $100M) 2000-2002Managed the Accounting Team and all functional areas of: financial reporting, costing, general ledger, sales tax, order entry, payroll, accounts receivable, and accounts payable. Consolidated divisional (US and Germany) financial and management reports, as well as serving on various global cross-functional teams. • Managed the closing of a distribution center in NJ and migration to NH. Impact: $1.5M savings.• Reduced raw material costs by $800K in 6 months via a cross-functional team using Six Sigma strategy. • Led collection team that reduced DSO from 212 to 49 days by managing order entry.• Restructured departmental workflow, resulting in a $270K annual reduction of staffing expenses.

LONZA BIOLOGICS, Inc. - Portsmouth, NH (annual revenue $100M) 1997-2000Finance ManagerSupervised the finance team and all functional areas of the general ledger, project accounting, cost accounting, fixed assets, payroll and accounts payable. Ensured accuracy of US tax-reporting (US GAAP), division reporting (UK GAAP) and reporting to the parent company in Switzerland (IAS presentation). • Served on 15-month project team of implementing SAP. • Created monthly financial management package. • Implemented expense controls, financial analysis, annual budget preparation and review.