• Led 4 accounting professionals covering five operating locations in Texas, Colorado and West Virginia in the design, manufacturing and repair of frac valves in the Oilfield Service sector.• Achieved an improvement in Profitabiltiy of 730bpts by focusing on strategic markets/product lines where price had deteriorated and mix had changed significantly.• Implemented significant changes to processes and procedures that improved Cash Management through disciplined cash forecasting, and collections accountability that improved cash flow to pay down a significant portion of bank debt and improve vendor payment timing.• Created formal close and analysis processes that provided company management and the PE board more accurate financial information in 10 less days.• Successfully implemented various policies and procedures, accounting entries, and an ERP system for a strategic HVOF coating company acquisition.• Significantly improved the results of the annual external audit of PKF and the Texas Comptroller’s office.

- Led 30 accounting/finance professionals covering 51 operating locations in 27 countries in the Oilfield Services sector- Implemented significant changes to processes and procedures to shorten the close cycle (12 to 6 days) and improved financial information (legal entity to geomarket/product line).- Implemented a formal forecast and enhanced budgeting processes within the FP&A organization- Strengthened Cash Management through global alignment, disciplined cash collections, accountability and management of inventory and vendor terms (CCC from 140 days to 60 days)- Assisted in the implementation of significant restructuring of the business to improve financial performance and align with market changes/needs leading to $10MM in cost reductions across the business.- Hired and trained strategic positions within the finance organization to partner with operations and product line management.

• Led 13 accounting/finance professionals in one of the largest revenue and profit streams with annual revenue of $1.5B.• Improved cash flow and profitibility for new product introduction. • Stregthened internal controls and processes around purchasing of rental assets that improved utilization and reduced unnecessary spending. • Improved Product Development and Sales & Operations Planning processes that increased cash flows and accountability between the Operations and Supply Chain/Technology groups • Increased revenues through a focused effort on strategic markets. • Aquired a strategic technology that filled a gap in the portfolio and eliminated the need to invest millions of dollars in a large scale project in the future.

• Managed 15 professionals in the Finance Integration aspects related to the Halliburton merger.• Provided associated financial data for 15 anti-trust jurisdiction filings and worked directly with U.S. Department of Justice and the European Commission to ensured the necessary data was supplied and answered questions regarding content and origin of the data.• Developed best solutions and implementation plan for Day 1 Finance integration along with post Day 1 intregration activities.

• Created a team of 60 professionals that performed project execution and management, organizational change management and training for approximately 50 projects that improved working capital, cash flow, the effective tax rate along with cost reductions, centralizations and standardization efforts, and legal entity rationalization.• Significantly improved the enterprise cash flow by reducing the time it takes to get an invoice to the customer.• Reduced the amount of auditing, tax and regulatory compliance requirements by closing 102 legal entities.• Improved overall Finance benchmark performance to 2nd quartile from 4th through centralization, standardization and outsourcing projects.

• Led 25 professionals that performed financial planning and analysis work for regional operations in the Gulf of Mexico.• Achieved an improvement of 35% in Lapse Days through centralization and standardization efforts.• Spearheaded the Customer/Product Line Profitability and EPS projects.

• Created a finance group that supported the new BHI organizational structure that performed analytical analysis of the technology spend within all of the business segments along with geographical and regional financial performance KPI’s. • Transitioned to an EFO and FP&A organizational structure• Rolled out CPI training to finance organization

• Led a group of finance/accounting professionals that performed the accounting/close, reporting and planning for the worldwide Hughes Christensen product line.• Successfully implemented new global version of Hyperion.• Overhauled existing planning process and enhanced the overall efficiency and effectiveness• Implemented organizational changes in alignment with the complete enterprise restructuring of Baker Hughes and Finance Outsourcing changes

Focus on small, emerging business sector