• Led and owned financial planning and analysis activities including STRAP (5 year forecast), annual operating plan (AOP), and forecasts for $2.8B Business and General Aviation (B&GA) business unit• Responsible for monthly / quarterly variance analysis against plan, communicated message to CEO / CFO of Business and General Aviation business unit ($2.8B annual business)• Oversaw department budgets, ensured business leaders were on track with census and indirect spend. Assisted in repositioning, investment strategies to align budget spend with business goals• Assured demand / supply forecasts were aligned with financial plans. Worked with CFO to ensure business was maximizing profit potential through margin analysis activities• Led effort with team to move key factory metrics over to an automated reporting tool with updates weekly (tableau)•Influenced standard cost variances and OMC’s (other manufacturing costs) by acting as a business partner with sourcing, value engineering, and the factory. Scrap, E&O, PPV, O/U accounts.

•Managed a 13 person global team responsible for supporting Aerospace wide cost management•Led annual operating plan, STRAP, reporting, and variance explanation for key cost metrics including SG&A, Warranty, Aero OMC’s•Oversaw 9 functional budgets worth $725M, assisted and interacted with Sr. Leadership acting as lead finance focal to provide guidance on census plan and spend model•Created and implemented cost dashboards in OneView as part of the finance “self service” model allowing quicker and more accurate analytics and budget analysis•Assessed the adequacy and effectiveness of special cause warranty, and general cause warranty reserves by working with business teams and engineering ensuring policy compliance, and limiting Honeywell liability

•Responsible for various financial planning and analysis in support of Aerospace Credit and Collections function•Led annual operating plan, reporting, and variance explanation for key credit and collections metrics A/R, Past Due receivables, and Days of Sales Outstanding•Created key reporting packages that were utilized by Senior Leadership to drive collection behavior•Managed a four person global team responsible for supporting Aero wide credit and collections group•Improved quarterly forecast accuracy to 98% on cash collection of $13B annually by integrating business demand planning and sales forecasts•Led annual operating plan, reporting, and variance explanation of departmental budget that included 118 global employees at 8 different facilities

•Assessed the adequacy and effectiveness of internal controls, SOX key controls, compliance to corporate/SBG policy and procedures through analysis of financial controls and supply chain management.•Conducted audits for manufacturing businesses that specialized in Aerospace (defense, general aviation, repair and overhaul) Automation and Control Solutions (security and building/process solutions), Transportation Systems (turbochargers, oil filters), and Specialty Materials (precious metals and catalysts) across the Americas region.•Led seven audit engagements by: planning the scope of the audit with senior management, managing relationships between senior management and audit team, communicating observations from the audit team throughout the audit period, and formally reporting to senior management site’s internal controls rating. •Impacted working capital and high dollar exposure by reporting recommendations and best practices to senior management for inventory controls and valuation, procurement, accrued liabilities, cash management, and revenue recognition including (contract accounting).•Effectively worked in a team environment to leverage ideas and best practices when working on an audit.•Performed investigations and special projects for senior management including assignments reviewing reported fraud.

•Led the annual operating plan (AOP), forecasting, and variance analysis processes for the $1.3B Phoenix Spares business. •Analyzed the Phoenix site profit and loss statement to understand embedded productivity and provide a detailed operating income analysis to senior management. •Designed and maintained an access database that maps SAP detail by each of the Businesses. Created reports from this database which are used by ISC and the different business units to track sales and cost.•Improved forecast accuracy to over 99% for the Phoenix site by establishing weekly tie-out meetings with the Businesses and ISC. •Developed multiple reporting packages used by senior management to summarize business performance from both a financial and operational perspective

•Created financial model to analyze new incentive plan for all commercial aerospace sales force. Presented findings to VP of Sales and Operations.•Led annual operating plan, reporting, and variance explanation of a $55M departmental budget•Led physical inventory process nationwide for $100M of inventory including all domestic R&O shops ensuring all metric goals were met for Corporate in Sarbanes-Oxley compliance while minimizing repair down time•Customized and launched new physical inventory process to incorporate SAP after implementation•Provided accurate estimate and analysis on $100M of worldwide inventory on a monthly, quarterly, and annual basis•Responsible for various cost accounting activities pertaining to standard cost setting, contract execution, and inventory management•Worked directly with customers to maintain the integrated service and support(ISS) program by performing escalation analysis per contract agreement•Audited and reconciled all accounts pertaining to inventory according to Sarbanes-Oxley compliance and made necessary process corrections through analysis

•Headed project with Global Customer Services R&O business to globally standardize third party repair markups •Modified and helped redefine key business wide metrics by providing senior management with in-depth analysis then working with IT for accurate implementation into supporting reports•Created and modified cash call process to be a useful accurate management tool for weekly revenue and metric forecasting on a monthly and quarterly basis•Achieved Greenbelt Certification by demonstrating Six Sigma methodology and team synergy to create and implement a process to pull back excess inventory globally for a working capital reduction of $400K

•Developed and improved processes between receiving department and site to significantly raise on-time delivery and order fill rate percentages•Analyzed a diverse range of blueprints to obtain a knowledge of the part, which aided in finding the right supplier and quote price for the part•Implemented kan-ban system on min/max project, streamlining the vendor base and saving the company $100,000 annually •Responsible for the completion of bids, the procurement of goods and, expediting those goods to ensure project deadlines were met for given suppliers•Forecasted order points for a diverse range of parts using data collected from MRP to balance lead-time issues on projects•Established buyer-supplier relationships that proved to be critical in price reduction on given parts