Director of Controlling for Wearables and Headphones $180M business operating in Americas, Europe, Asia/Pacific, Japan, Brazil, Russia, India and China. Responsible for integrating newly acquired business into $1B division of Harman International. Global Wearables and Headphones business operates in electronic consumer goods offering high-end brands. Led financial planning, reporting, budgeting, internal/external financial reporting and root cause analysis for this strategic business unit. Interacted with executives, teams, and cross- functional groups across Harman International globally.• Drove profit initiatives targeting $5M of EBIT recovery.• Led financial restructuring which generated NPV of $2.8M savings annually.• Supported process of identifying new sales opportunities determining $20M of new revenues.• Built financial/operational reporting processes, internal controls, S&OP, budgeting, business reviews to provide clarity in newly acquired business.• Led post-acquisition integrating initiatives: IS, warehousing, assets, sales offices, and employees globally.• Actively involved in building new global management team for newly integrated business.• Drove new sales strategy by promoting products bundle sales opportunities.• Stimulated changes to transform newly acquired start-up into mature environment of global corporation.

CFO of tubular manufacturer providing financial leadership and vision for the $500M subsidiary of the CAPARO Group with multiple manufacturing locations in North America and its sub-subsidiaries. Worked with the CEO and management team to exceed financial goals by developing financial objectives, strategies, policies, and operating plans for the business. • Led finance, accounting, tax, credit and treasury.• Drove development of five-year plan and growth strategy to achieve $1B in revenues.• Responsible for maintaining the financial systems (e.g. manufacturing costing), general ledger, cash control, tax planning and compliance. • Drove significant improvements in financial control systems across the organization.• Implemented governance practices, ensured compliance with the Group directives and US legal environment.• Implemented clarity in decision-making process internally and increased transparency to shareholders. Significantly enhanced the internal controls environment ensuring business sustainability and appropriate risk management.• Increased significance of finance function across the organization by developing financial team members into business partners. • Led the process of winding down one of the Bull Moose Tube subsidiaries with immediate increase in overall profitability of $0.9M annually.• Ensured financial stability during the CEO succession.

Global level Senior Executive initially responsible for integrating $750M in revenues business into ABB organization through reverse integration. Subsequently, Head of controlling and finance function of the combined $150M business reporting to the CFO of Ventyx and CFO of Power Systems, ABB division. Interfaced with business managers, functional heads, Professional Service Organization operating in 14 countries to ensure effectively integrated finance environment to achieve the maximum performance possible. • Led global finances by managing financial teams in 14 countries. Collaborated with global leadership and countries management on operational activities. • Critical role in the integration of the new acquisition through reverse integration to align ABB and Ventyx processes and to create Global Software unit.• Headed global budgeting, financial planning & analysis, controlling, project accounting, forecasting, and business intelligence functions.• Facilitated the implementation of financial operating model of Global Software unit. Structured sale opportunities by working cross-functionally across the globe to ensure compliance and best commercial performance.• Responsible for global risk management. Led assurance, compliance and enforcement of financial directives globally.• Drove financial performance by changing sales contracts structure (i.e. licences sold separately from maintenance and PSO components). Result: revenues increase by $7.8M in 2011.• Significant role in cost reduction initiatives resulted in $29.6M of savings in 2011 globally.• Critical in ensuring consistency of quality standards in bidding process globally. Facilitated the process of recovering $4.8M from customers in 2011.• Supported the development of business model for India. Result: profitability increase of $1.2M in 2012.

CFO of the $230M business. Experienced in long cycle manufacturing and repair services. Led financial organization with immediate responsibility for business practices, appraising operating results in terms of costs, budgets, policies, trends and profit opportunities. Promoted strategies to achieve cost savings, cooperated with senior level executives cross-functionally. Implemented cost reduction initiatives, maintained quality, improved customer satisfaction and resolved challenging financial issues. • Led finance for the business unit to ensure sound financial practices in accordance with company goals, objectives and profit targets. Developed financial team into business partners. • Identified and drove actions to turn profitability around working cross-functionally with Supply Chain Management, Engineering, Drafting, Production, Quality and R&D. Owner of cost reduction initiatives and IS/SAP enhancements.• Identified $5M cost savings to close profitability gap. Led efforts to fix breakdowns in quotation processes.• Drove improvements in product design processes by supporting the initiative of outsourcing the design center to China - $0.3M of cost savings annually. Identified $0.2M additional expense reduction in 2011.• Significantly improved the predictability and accuracy of the business unit (2011 forecast accuracy improved by 68% vs. 2010)• Increased projects costs visibility and implemented consistency in costing methodology. • Identified weaknesses in order backlog valuation by working cross-functionally. Developed Project Management organization: set up workshops, SAP functionality trainings for Project Managers, facilitated the culture change towards responsibility and accountability. Enhanced front-end risk review process to mitigate commercial risks.• Set the cash culture by improvements in working capital efficiencies. Result: increase in 2011 overhead absorption by $0.7M. Worked towards changes around structure of warranty services.

Financial executive with reporting responsibilities to the CFO of North America and Group Accounting and Reporting. Responsible for resolving financial/accounting issues in 15 countries working closely with stakeholders in Americas and HQ/Zurich. Responsible for streamlined communication with external/internal auditors. Worked with executives to strengthen finances, supported profitable organic growth and acquisitions in $7B organization in Americas.• Oversight of the finances in Americas ensuring integrity, accuracy and timeliness of accounting/financial data. • Critical role in $1B divestment of Lummus. Provided assurance for $800M business in BeNeLux. Facilitated integration of the $300M Kuhlman Electric acquisition.• Assisted in restructuring in USA, Chile, Venezuela and Peru with $35.6M of restructuring cost.• Established processes and accounting practices for $38M business of international sourcing.• Ensured consistent implementation of U.S. GAAP and Sarbanes-Oxley. Served as Subject Matter expert for derivatives, revenue recognition, intra-group transactions, restructuring, contract accounting and M&A. Critical role in developing financial statements for $4B business of ABB Holdings in the US.• Experienced in decentralized, matrix organization. High visibility within the US and global organization with impact on financial strategy. Proactively identified financial issues and internal control weaknesses.• Provided value-added input by working cross-functionally on strategic and tactical level. Led process improvements and accounting systems initiatives.• Built confidence with internal and external stakeholders - provided clarity to financial results. • Improved quality and integrity of financial environment: performed business reviews and over 40 accounting trainings and seminars in Americas. • Developed guidelines to ensure consistency in accounting treatment and integrity of financial records. Generated position papers used worldwide.

Served as Senior Manager on large engagements for multinational public clients providing audit and consulting services. Managed and grew a large portfolio of demanding accounts and transactions in the area of industrial products and services.• Run clients portfolio valued at $5.3M annually managing large teams. 5 major clients represented by SEC registrants operating in metal, chemical, utilities and consumer goods, and media industries. • Acquired significant expertise in financial restructuring, bankruptcy law procedures, employee benefit plans, and Sarbanes-Oxley. • Consistent record of outstanding performance at Senior Manager level. Proved to be technically competent with leadership capabilities. Clients’ feedback revealed good professional relationships and commitment to client issues. Worked with passion and enthusiasm while managing many complex engagements simultaneously. • Solid track of sold services to clients valued at $0.7M, $0.3M $0.3M of new revenues in 2005, 2004, and 2003 respectively.• Successful counsellor and mentor for less experienced employees improving their productivity and contributions. Significant role in administering the office performance review process, recommended promotions and identified development needs.

Clients’ portfolio consisted of over 35 clients across all industries and services.• Experienced in audit, M&A/due diligence and advisory services. Experienced in engagements for Polish Stock Exchange Commission registrants. Member of German Desk practice actively expanding German based clients. • Led utilities industry services and business strategy for private clients’ line of services. Sold advisory services increasing the company’s revenue by $0.4M and $0.3M in 2002 and 2001 respectively.