Financial and strategic leadership of the largest and most profitable ($1.6B) Business Unit. Improved EBITDA over 300 points in second year on flat net sales by delivering price, cost actions and productivity linked to our strategic initiatives.• Reorganized, rebuilt, top graded key roles by aligning the financial organization with the strategic business unit leadership and relentless focus on attracting and retaining talent.• Established reporting, KPI’s, and monthly operations review process using goal deployment tools, monthly KPI trackers and aligning key roles and responsibilities to drive monthly results.• SAP Implementation and Internal Control remediation

Provide subject matter expertise in the areas of market research, strategic planning, product development, financial management and marketing leadership.• Grace Hill, LLCBuilt new quarterly bank reporting, monthly ownership reporting, issued audited financial statements, and completed the valuation for the opening balance sheet.• Honeywell North America SecurityImplemented A3 problem solving process to focus on the sales transaction cycle and immediately improved demand plan accuracy and margin performance. Introduced external competitor analytics to the business review process to better understand market leading position and competitive responses.• ElGi Compressors, USATrained executive team on elements of the Toyota Production System, problem-solving methodology. Led four independent teams to sustained performance and achieved an immediate payback with focus on cash generation.

$2.4B global manufacturer of wire and cable products with 20 manufacturing facilities in 9 countries.Responsible for technical accounting, internal and external audit, financial reporting, corporate consolidations, statutory and regulatory reporting, management of group medical and defined benefit plans.US GAAP, IFRS• Managed the financial consolidation including internal and external reporting process.Commercial Transformation• Built, supported and delivered pricing and profitability analytics project producing $2M of incremental operating margin.• Improved customer segment profitability by 20% using newly created consolidating global “direct cost management P&Ls” and introduced customer and product profitability analysis by region, by plant. Operational Transformation and Information Technology• Championed operational excellence transformation within the production and inventory transaction cycle in Italy and reinstalled QAD in two factories.Financial Transformation / Strategic Plan • Developed business and forecasting review process and templates to drive accountability, collaboration, business partnership, and improved communication.

Complete financial responsibility including P&L and strategic leadership of $700M business.Commercial and Operational Transformation• Developed, implemented revenue growth and accretive margin initiatives improving the top line by 40% and doubling operating income to 15% in four years.• Led business transformation and embraced value stream realignment improving throughput and reducing cycle time by 50%. • Treasury leadership with newly created multi-lender model to act as captive finance group, improved financed penetration by 15%, profitability and volume by 10% with oversight of $300M portfolio.Financial Transformation• Reorganized and aligned the global team, clarified roles and responsibilities and reduced staff by 20% and achieved world-class functional spending metrics.Talent Development• Member of enterprise-wide global financial talent team focused on the development and retention of all financial talent. Identified successors for over 80% of identified critical roles and reduced unplanned turnover by 50%.

Responsible for strategic and financial leadership of a complex $550M business covering eight countries, five currencies and 25 active legal entities. Staff, 11 direct reports and 100 professionals.Merger and Acquisition Integration• Doubled operating income from 4% to over 9% and invested in Business Transformation (CRM, ERP) and new product development during the same two-year period. Synergistic costs savings achieved by reducing the manufacturing footprint and formalizing the Sales, Inventory, Operations Planning process (SIOP).Internal and External Audit• Improved compliance and internal controls. Closed 93 past-due audit issues and 98 SOX deficiencies within 120 days.Talent Development• Strengthened organizational talent in all eight countries. Embraced talent development tools and processes; developed and formalized FP&A process; and consolidated Germanic region under one leader.

Responsible for global FP&A, global accounting policy, and Americas accounting shared services group with revenues in excess of $2.5B. Staff, 3 direct reports and 40 professionals.Financial Transformation• Reporting process improved by 2 days (20% reduction) with formalized and streamlined fundamental financial reporting, monthly operations reviews, and periodic forecasting and planning processes.Talent Development• Upgraded the FP&A team with both internal and external hires. Leveraged legacy systems and enhanced overall ability to report, analyze, and accurately forecast performance. • Top graded Americas accounting shared services group, providing expertise with acquisition integrations including valuation, purchase accounting, tax, legal entity structure, reporting issues and consolidation.

Responsible for plant financial operations enabling revenues of $1.6B. Staff, 13 direct reports and 55 total reports.Commercial and Operational Transformation• Developed and presented product rationalization, leading to acquisition of Asian supplier with annual savings in excess of $25M.• Created and reported monthly plant scorecard covering key operational metrics within safety, quality and productivity.Financial Transformation• Successfully supervised import and export compliance, preserving $10M tax benefit and developed and implemented consistent policy across the Americas plants; formalizing several significant reserve accounts and the group’s inventory standards setting process.

American subsidiary of Dyckerhoff/Buzzi Unicem a global building materials company with revenue of €1.6BResponsible for all financial planning and analysis, commercial sales, and plant accounting functions in addition to annual business planning, quarterly forecasting and all internal management reporting.Financial Transformation• Successfully relocated corporate office to Indianapolis identified and solved all purchase accounting issues. Reduced accounting closing process by 60%. Information Technology• Implemented an ERP initiative (SAP) and improved annual employee performance appraisal process. Directed fully integrated financial reporting initiative using flexible report writing application.

Diversified manufacturer and supplier of automotive, light commercial, heavy-duty and off-highway vehicle systems with annual revenues of $7B Responsible for eight manufacturing facilities located in the US and Mexico

Responsible for two manufacturing facilities in Missouri and Mississippi

Responsible for operational and control oriented audits for domestic and international locations.

Complete financial and information technology responsibility for a start-up organization in charge of hosting the 1991 World Gymnastics Championships—qualifying event for 1992 Olympics.

Member of Audit Staff working with manufacturing, governmental, and entrepreneurial services clients.