Oversees Finance and IT while managing all daily activities at manufacturing site. Acts as a strategic business partner and member of the Global Leadership team. Holds responsibility for all site results, including developing, recommending, and implementing new and revised policies, procedures, and systems to improve functional effectiveness. Assesses and evaluates the financial performance in relation to operational goals, budgets, and forecasts. Communicates and interacts with the Board of Directors and maintains outstanding relationships and strategic alliances with vendors and business partners. • Manages all accounting, FP&A, CAPEX, budget, forecast, cash flow planning, treasury and tax, and costing while leading a team of 4 direct reports.• Reduced working capital from $12M to $8M over the course of 6 months; successfully negotiated improved payment terms with suppliers, collected upon receivables, reduced past due invoices, and realized new minimum quantity inventory reserves and selection of production sites. • Minimized balance sheet inaccuracies and associated risk by $500K-$1M; reconciled all accounts, including supporting documents, and ensured balances were correct. • Decreased SG&A expenses by $100K through the outsourcing of positions and by negotiating an IT service contract. A $300K savings will be delivered over a 5-year term. • Championed the implementation of internal control systems and policies; results ensured compliance with GAAP, SOX, and IFRS standards and the organization’s global policies. • Spearheaded the introduction of a monthly balance sheet review process; results delivered accurate accruals and improved forecasting. • Increased EBITDA through the optimization of shop floor shift system, introduction of a T&E policy, changing HR processes, and uncovering IT-related savings.

Supported Senior Leadership while serving as a strategic partner and advisor. Provided financial planning and control services through a professional staff, including analyzing financial results, applying both German and US accepted accounting methods, controlling budget, and generating reports on sales, manufacturing costs, profits, and more. Established and ensured compliance with financial policies, practices, and procedures at the operating sites while confirming appropriate controls to engender an appropriate result-oriented focus in decision making. Responsible for improving profit, reducing inventory, and enhancing processes to align with business plans. • Led a team of 11 employees spanning both the United States and Mexico. • Designed and introduced new systems that effectively drove efficiencies and improved reliability surrounding financial reporting, including balance sheet review. Effectively mitigated and eliminated risk exposure. • Addressed multiple internal processes, including collections, internal controls, cost reporting, raw materials/finished/unfinished goods inventory management, and more; devised and executed upon new processes to better manage resources, cash flow, etc.

Recruited to head all Finance functions while also managing Information Technology spanning 3 company sites. Partnered with the Executive Leadership team and provided meaningful information and analysis regarding operations, financial management, and more to drive improvement and meet the organization’s commitments. Played a pivotal role in managing daily functions related to financial reporting, including variance analysis, cost accounting, balance sheet reporting, root cause analysis, US GAAP, forecasting, month end close, budgeting, CAPEX, and profit planning. Ensured compliance with all regulations, including SOX, and coordinated with external and internal auditors. • Promoted into the Board of Director as Managing Director while simultaneously operating in Finance. • Transformed collection results by taking a detail-oriented approach to the management of receivables.• Engaged in root cause analysis and report optimization to improve cost reporting processes. • Successfully reduced inventory levels by analyzing E&O reserves, re-engineering delivery terms, and streamlining the buyback process used by subsidiaries. • Re-engineered the physical inventory processes and achieved sustainable results while improving gross margin, operating profit, working capital, and E&O.

Charged with driving Plant activity, devising and executing business strategies, and serving as a member of the Plant’s Leadership team. Responsible for justifying investments, overseeing CAPEX, and creating and implementing internal controls to confirm compliance with SOX and external reporting. Handled balance sheet review, Letter of Representation (LoR), and Design Self Assessments (DSA) while supervising all intercompany transactions and reporting. Delivered reporting packages in both US GAAP and German GAAP, including providing detailed analysis and explanations and meeting strict deadlines assigned by US Management. Led annual profit planning, partnered with US headquarters, and cooperated with internal and external auditors. • Enhanced forecast accuracy through collaboration with regional sales leaders while also improving database management processes, and engaging in follow-up on customer order statuses. • Created and oversaw a balance sheet review process spanning 4 EMEA entities. • Built and introduced a Credit Monitoring System; results improved DSO by 15%. • Implemented internal controls that ensured compliance with SOX across 4 EMEA ledgers. • Augmented E&O reserves, delivery terms, and subsidiary buyback processes to reduce inventory levels. • Applied LCM analysis and regular review of zero-cost items as well as SOD policy and revenue recognition process. • Optimized Accounts Payable processes and delivered a 20% improvement in DPO.