KYOCERA AVX as Division Controller, Tantalum. In this role, provide financial oversight and leadership for the Tantalum manufacturing plants, including four outside the US. Work closely with cross-functional teams to support the profitability and growth of the Tantalum division.

Fiscal management of all areas within accounting for paper and nonwoven business unit primarily in Spartanburg, SC and Torrington, CT. Direct interaction with business management as well as corporate leadership at US HQ in Atlanta and Global HQ in Austria on all results analysis and key actions as opportunities/risks present through the year.• Business partnering with two VP/GM’s (paper/nonwoven), two global VP/CFO’s. Active leadership of initiative to source capital equipment sales from the US. Previously US sales focused on a service center and spare parts. Capital done previously via European entities.• Move from three profit centers to thirteen covering paper service and added nonwoven technologies (needle punch, calendar, hydro, converting, and wet laid. Capital managed as largely pass through revenue to other affiliates so joint efforts in quote development to ensure that globally the right gross margin is achieved.• All closing and forecasting within business areas and improved tools/methodologies for both service and capital such that the global Nonwovens business planning is coordinated among centers of excellence. • Key metrics include P&L, Regions/Subproduct, Balance Sheet Reserves/Cleanup, Net Working Capital, Backlog order intake. Total operating costs (SG&A) targeting a sub 10% of sales metric• Hedging with treasury all individual items over a certain threshold to lock in certainty.• Managed NWC within my areas of responsibility to a maintained improvement. Key levers used: payment terms, credit/collection, inventory, and driving downs slow moving inventory.• Supervision of staff (3) including a capital financial analyst, senior analyst manufacturing, and staff accountant.

Direct management of all financial aspects of the Aerospace Operational and Supply Chain leadership teams and coordinated operations-related contributions for FP&A activities (forecasting/reporting/strategic planning). Role encompassed all internal controls, operations costs of $350M, material costs of $400M, and revenue of $1B annually generated across 15 sites in US, UK, Germany, and China and supervision of a 15 member finance staff.

Held various finance positions within Manufacturing (Kentucky Truck Plant), Commercial/Profit Analysis (Lincoln-Mercury), Internal Audit (GAO Office), Strategic Planning (Cycle Planning), and Cost Management. Moved among assignments to several geographic locations; twice in Dearborn, MI headquarters.