• Managed the accounting, reporting and compliance of four entities ($450M Revenue; PE Backed)• Successfully executed a first time audit in one month under PCAOB standards with a new auditor• Revamped the Accounting Leadership Team through external recruiting and internal development• Led a Great Place to Work committee to improve employee satisfaction and development• Improved the month end close process to create accurate preliminary reporting two days earlier• Developed tracking metrics to drive monthly balance sheet reconciliation compliance• Led the accounting & reporting for the ongoing company business wind down, including the sale or change of management of all existing communities• C-suite recognition for improving business partnering between Accounting and Operations

Responsible for CFO activities as the head of Finance & Accounting for the independently run entity, reporting directly to the Autocar Parts President.• Hired two employees for the open positions of Controller and Pricing Analyst• Developed P&L reporting by business sales channel • Deal support for 15 Sales Reps, driving EBITDA growth and achieving record sales per day• Implemented accrual accounting, daily cash reconciliations, AR aging reporting• Revamped the sales commissions program to align payouts to profitable growth• Redesigned the deal quoting process to consider all-in costs (freight, warehouse, etc.)• Incorporated a material cost review process to the semi-annual price update process• Product, vendor & customer price update impact analysis

Managed the budget, forecast and variance analysis for total company cost of goods sold and capital spend, including 3 factories and the procurement of raw materials. Maintained product costing for existing items and established costing for new product bids. Provided pricing recommendations and P&L analysis for the Private Label business segment. • Developed the Supply Chain Finance organization, processes and reporting, including the advancement of two newly hired controllers for the out of state factories. Tightened overall product costing, established activity-based labor costing and created various reporting to analyze purchase price, manufacturing and inventory variances at a detailed level.• Led the supplier RFQ negotiations and alternative internal production cost analysis for a contract manufactured product, resulting in the incumbent supplier cost reduction of ~20% or ~$5M over the 3 yr contract on the non-commodity costs. • Priced over Private Label bids including two with fortune 500 companies. The largest Private Label deal awarded has forecasted sales over $30M annually; provided financial and contract support on the deal.• Developed detailed strategic business cases for confidential business endeavors.• Organized a cross functional team to mitigate short dated product, managed a barter relationship to move product when internal channels were unavailable and revived an obsolete brand to sell out of spec and excess coffee.

Manage the global manufacturing costs for the Supply Chain, provide financial support to seven factories and support the VP of Outsourced Procurement to manage five manufacturing partners.• Finance lead to consolidate the manufacturing footprint in order to leverage underutilized assets obtained through the Lenovo acquisition and implement a hybrid insourced/outsourced manufacturing model, resulting in over $50M annual savings.• Supported the launch of new products and integration of Motorola processes at the Lenovo Wuhan facility.• Finance lead to shift manufacturing from China to India to mitigate over $10M of duty cost arising from legislation changes in the 2nd half of 2015.• Navigating the exist of one manufacturing site.

Managed the global manufacturing costs for the Supply Chain, provided financial support to five factories and supported the VP of Outsourced Procurement to manage four manufacturing partners. • Negotiated and contracted (as part of the Deal Team) the outsourcing of global manufacturing with $2B of spend to Flextronics in 2012 within 7 months from RFQ to closing. The achievement included the sale and lease of two factories, divesting $100M of equipment, rebadging over 5,000 employees and transferring $90M of inventory. Developed the business case modeling and supported financial due diligence requirements without material inaccuracies. Conducted Finance integration planning and change management with seamless execution to avoid operational impact.• Assumed the negotiation lead and acquired exclusivity rights to a highly sought after advanced technology after the project was originally cancelled due to unacceptable pricing and terms. Negotiated the following: o 38% reduction of the non-recurring engineering fee with refund clauses for under performance. o 29% per unit price savings after meeting volume tiers.o Eliminated 8M unit volume commitment and $9M down payment.• Assumed the negotiation lead with a fulfillment provider to successfully resolve significant contractual disparity in order to avoid the delay of a critical program launch.• Yielded over $15M of savings on EMS manufacturing claim negotiations.• Negotiated and contracted with an equipment distributor and achieved 30% savings on factory asset divestitures versus the average returns using Motorola’s preferred asset reseller.• Supported the implementation and contracting of four manufacturing partners to drive cost savings and supply continuity.

Responsible for the plan, outlook, cost improvements and financial closing for the North America above gross margin cost of ~$3B annual. Managed the Singapore Finance Center of Excellence to consolidate and report end to end manufacturing conversion costs to the Senior VP of the Supply Chain.• Developed conversion cost segmentation reporting to eliminate the impact of product mix and isolate the Supply Chain performance of key cost drivers to improve productivity and accountability.• Developed a “clean sheet” conversion cost model to improve forecasting and baseline operational metrics.• Lead the conversion cost track for the gross margin improvement initiative and achieved $9M savings.

I managed 7-8 week projects with a staff of 2-5 auditors to identify and mitigate risks, map and improve processes and provide compliance results and consulting recommendations to Senior Management.Defined project scopes, created project plans and led teams to successfully executet eight projects in seven different countries delivering meaningful results to senior management. Projects included: factory consolidations, GAAP compliance, Finance/Accounting process evaluation of the order to cash cycle, business reorganization consulting and Motorola business separation readiness.

Motorola Audit Services uses an Enterprise Risk Management approach to internal audit. A diverse team of 60+ auditors focus on the top risks across Motorola world-wide to improve controls, mitigate risks, and increase business efficiencies.Primary Skills Demonstrated:Project Planning, Interviewing, Process Mapping, Risk Assessment, Data Analysis, Consulting, Reporting, Presenting to Senior Management.Supported eight projects in six different countries as a staff member. Mapped processes, interviewed clients, performed sampling, analyzed data, completed testing and presented results. Projects included: financial reviews of a joint venture and acquisition, system implementations, Brazil legal claims consulting and Procurement compliance reviews.

Provided on-site cost accounting support for Motorola's Schaumburg and Elgin Factories. Developed in depth knowledge of factory operations and transactions.Sales: $3B (2004)Inventory: $200M (2004)Account Reconciliations & Processes: Goods In-Transit, Customer Returns, Supplier Returns, Inter-Company Profit Elim, AP Liability, Further Processing, GL Suspense, Field Transfers, Software Procurement Liability, Freight Billing, Oracle 11i Receipt Interface, Transfer Pricing

Facilitated month-end close, SOX compliance and Financial Summaries for the Systems Integration Business with $325M of sales. Given revenue recognition responsibilities for the entire Radio Systems Division with $3B of sales.

Managed a receivable portfolio with 175 accounts. Recovered $3M of receivables > 1 year overdue after taking over a new portfolio.Responsibilities: Credit Approval, Billing, Collections; Liaison between Finance, Sales, and the customer for open receivables.

Sector Internal ControlsCGISS (Commercial, Government, Industrial, Solutions Sector)

Financial PlanningRadio Products Group, LMPS (Land Mobile Products Sector)