Global Transformation Office & Global SalesL2 report to the CFO with day-to-day enterprise-level corporate FP&A responsibilities in addition to serving as the Finance Business Partner to the EVP of Global Sales, SVP of Transformation, and SVP of Procurement.Transformation Office responsibilities: finance lead for a global cross-functional restructuring initiative to drive recurring EBITDA improvements as well as one-time cash savings, with independent and frequent direct interaction with and presentation to the CEO, COO, CFO, CHRO, SVP Transformation and SVP Procurement. Independently produced work products frequently presented by the CEO, CFO, and SVP Transformation to the Board of Directors.Enterprise-level corporate FP&A responsibilities: CFO board materials & earnings call prep, personally modeled 5-year SLRP used for proposed Q2’19 LBO process with Warburg Pincus and Apollo Global Management, led redesign of Global CapEx process, and created process and led effort to quantify the pro-forma impact from switch to SaaS used for quarterly earnings calls.Finance Business Partnering responsibilities: strategic & annual planning, market performance analysis, key customer performance and sales enablement & operations support, expense forecasting, operations reviews & scorecards, product & market rationalization, organization design, and ad hoc reporting and analysis.

Global Sales & Product ManagementL2 report to the CFO with day-to-day responsibilities serving as Finance Business Partner to two members of the NCR Executive Leadership Team, both the EVP of Global Sales and SVP of Product Management.Additionally responsibilities with enterprise-level FP&A deliverables, such as 5 year SLRP modeling, BoD materials, capital requests and reviews, business case development, etc.

Product ManagementL2 report to the CFO with day-to-day responsibilities leading an international finance team supporting Product Management for a multi-industry global solution portfolio comprising all Software and Hardware offerings.

Global Transformation Office, Zero Based BudgetingL2 report to the CFO responsible for directing day-to-day ZBB operations and shaping the strategic vision for a team of six high performing transformation professionals. Scope of work includes all ~$6b in spend distributed across a global omni-channel enterprise consisting of Software, Services and Hardware businesses.

Global Transformation Office, Zero Based BudgetingL2 report to the CFO executing the multi-year refinement and creation of processes, implementation of technology tools and alignment of stakeholders to drive the redesign of the enterprise-wide annual planning process supporting ~32k headcount / ~$6b OpEx Plan. Led the multi-vendor RFP process to select a new cloud based enterprise connected planning software platform, ultimately choosing Anaplan.Quantitative and qualitative work product was used for monthly ZBB reviews with the Chairman/CEO and Executive Leadership Team.

Served Fortune 500 C-Suite executives on the design and planning of pre-announcement strategic global operating model transformation programs to support internal and external growth and savings targets, with a scope of work ranging from $25m to >$200m in annually recurring benefits from both labor and non-labor savings initiatives.

Lead financial architect on the development of multiple complex business cases to assess the efficacy and viability of pre-announcement strategic global operating model transformation programs for Fortune 500 C-Suite executives, with a scope of work ranging from $25m to >$200m in annually recurring benefits from both labor and non-labor savings initiatives.

Graduate of the Accelerated One Year MBA Program with concentrations in Strategy and Finance.Selected elective coursework:• Multinational Firms & Strategy• Competitive Advantage• Advanced Corporate Finance• International Finance• Derivatives• Investment Banking• Doing Deals & Private Equity• Distressed Investing• Advanced Real Estate Finance• Negotiations

Lead performance analyst for $1B Building & Construction Systems business unit, a global manufacturing portfolio with operations in 11 countries and 3,200+ employees• Produced quarterly performance presentations made to the Chairman/CEO and monthly presentations to value stream leadership comprised of financial and non financial indicators and metrics, portions of which were used for external reporting• Managed global productivity savings plan design and implementation across 16 North American and 9 European manufacturing locations, coordinated with IT for technical issue resolution and designed and lead training sessions for all finance and procurement staff resulting in delivery of $12M in documented bottom line savings• Created an adjusted revenue and cost absorption per full time equivalent per day metric to support global restructuring initiatives by normalizing the effects of overtime, temps and FX and Aluminum fluctuations for all facilities• Coordinated with international finance staff and created P&L, FCF, WC and NPV modeling and analysis for a successful $32M European facility expansion capital request presented to Chairman/CEO• Calculated FX adjusted sales and market analysis by geographic region and product channel to evaluate market share gains/losses and presented findings to executive management, results were used for internal and external reporting• Developed models and reengineered consolidation processes to support global working capital reduction initiatives through daily tracking of accounts receivable, inventory and accounts payable balances against target• Conducted as reported and FX adjusted deep dive root cause analysis with operating segments in order to prepare EBITDA, FCF and overhead cost bridges for review with executive management to improve business performance

Environmental Solutions Group - $350M six facility operating group created from restructuring of adjacent segments• Developed consolidated group and facility level monthly leadership review packages• Supported global forecast and plan consolidation, analysis and modification• Prepared consolidated global commercial performance analysis on sales, incoming bookings and backlog

Marathon Equipment Company - $80M two facility operating segment • Finance lead for weekly plant level operational performance leadership meetings• Project manager for a web based rolling backlog development and introduction, managed and directed complex technical interactions and resulting process improvements between IT developers, inside sales and finance teams• Represented Finance team on cross functional teams handling LEAN improvement issues such as bill of material complexity reduction, shop floor productivity and absorption root cause variance analysis