Charged with overseeing complete the accounting function from General Ledger, Financial Statements, Financial Planning & Analysis, etc. for the US operation of Axelent, Inc. Scope of assignment also includes: • Strengthen internal controls• Improve documentation• Enhance monthly close process• LEAN process automation and SOP’s – Standard Operating Procedures• Financial and cost accounting analysis

Deliver and support enterprise-wide financial transformation initiatives for Retail Finance Transformation, Shared Services and Enterprise Financial Systems all targeting savings in the millions of dollars. • SAP ERP rollout in phases for Walgreens 9,300 stores bringing a more disciplined AP process, three way match, MAC inventory calculation, and stronger internal controls around Cash Management• Annual Balance Carry Forward process for SAP which processes 18 Billion financial records annually• Archiving of SAP Data which covers 8TB of data to optimize data storage and the retrieval process• Updated SAP most recent software version (SAP 2020) leading to better system performance• Leading simultaneous projects in support of the Retail Finance Transformation program with major strategic objectives such as Blackline for Tasks Module, Account Reconciliations and Journal Entries; Global Banking Transformation for Treasury and Customer Loyalty program• Presenting project plans, improving internal controls, creating SOP’s, detailed analysis, alternative process improvement recommendations, cost benefit insights for Leadership and fixed asset automation • Driving a new $1.0B Global Sourcing project for procurement, accounts payable and inventory processes

For a large company projects include SOX Compliance converting the company from non-SOX to SOX processes for a newly public $8.0B company. This includes automation of account reconciliations, standardization of journal entries, improved documentation and various process improvements. For small and medium sized company’s projects include designing a new accounting department for a small business, part-time and interim CFO, and business and personal tax work.

Chosen by the CIO to lead IT Compliance and Business Continuity team (one of Navistar’s top risks), with a renewed emphasis on internal controls, automation of the control environment, and challenged to kick start the Business Continuity program. • Developed automated sampling of IT user privileges, substantially reducing testing hours by both process owners, as well as internal and external auditors.• Led the LEAN effort to enhance completeness and accuracy of database reporting, created teams for various systems, which improved the quality of documentation.• Built a firm-wide business continuity framework. A specific plan for Treasury was successfully piloted, and two more are in the final stages. • Worked with internal audit and external auditors, making sure issues are identified and mitigated, reducing overall financial statement risk.

Selected by Corporate Controller to lead the accounting shared services function (100 direct reports) and by the CIO to head the finance function of IT (800 total IT staff, $200M budget). Shared services centralized payables, receivables and collections, account reconciliations, fixed assets, journal entries and T&E reporting. • Reduced IT budget by 30% and headcount by 50%. Prioritized IT projects and reduced contractor spend.• Transitioned routine accounting functions to Knoxville, which improved internal controls and accuracy, while focusing headquarters finance team on developing key business analysis functions.• Ensured monthly closing of accounting records, completed risk assessments, annual operating plan and updated forecasts, and developed and implemented the IT shared service allocation model.• Developed metrics package for the IT organization to facilitate discussions concerning resources and head counts.• Created transparent monthly financial reporting package, tracking actuals vs. budget, making IT managers accountable for their spending.• Adopted a monitoring system for outsourcing initiatives to analyze the business case. • Improved employee engagement with career development plans for 16 staff members.

Chosen by the CFO of the $3B Engine Group to lead all compliance functions, including SOX implementation, internal audit, and enterprise risk management, as well as improvements to internal controls and financial reporting systems. Serviced 10 locations including global locations, built a new compliance team, created a new culture and discipline around controls and fostered a collaborative environment of trust and respect with external auditors. • Developed enhanced sub-ledger reporting, leading to better account reconciliations and journal entries. • Created stronger system interfaces and automated internal controls, which improved the accounting records and limited financial statement risk. • As the financial restatement project was underway, rolled out Sarbanes Oxley throughout Navistar, and was responsible for carrying out the testing, reporting and remediation for the Engine Group. • Eliminated 10 material weaknesses and 60 significant and control deficiencies. • Member of the Navistar Risk Committee, representing the Engine Group and making sure risks were fully addressed and mitigated. • Instituted better communications, including weekly Controllers’ calls, within the Engine Group. Reduced financial reporting rework by aligning efforts between the plant and headquarters finance teams. • Established quarterly Controllers’ meetings to improve employee skill levels and engagement.• Reduced consultants by placing new candidates in permanent positions.

Recruited to design, build and implement the dealer financial benchmarking initiative and rollout to 300 dealers.• Implemented dealer financial benchmarking that produced a uniform financial statements.• Created innovative package that enabled dealers to review individual financials, and develop comparisons to 26 benchmarks, as well as regional and national averages.

Vice President, Controller (1986 – 2000)Assistant Controller (1985 – 1986)• Trusted and experienced leader for a privately held corporation.• Led Company turn-around following first loss in 15 years. Managed agency back to profitability and positive cash flow. Cut general and administrative costs 18%; reduced payroll costs; renegotiated facilities lease; established new business tracking process. • Performed due diligence and participated in the acquisition of three agencies that expanded service offerings and added $35M in client billings.• Member, Board of Directors, Executive Committee and Partner. • Led all finance and accounting functions including planning, forecasting, financial statements, monthly close, audits, strategy, budgeting, treasury, payroll, insurance, payables, receivables, and risk management.