Member of the Board of Trustees, and on the Finance Committee. Rocky Mountain University of Health Professions is a fast-growing, fully-accredited graduate healthcare university with some of the highest graduation and job placement rates, as well as national certifying exam scores, in the nation.

•Inserted as interim leader of international business to evaluate financial viability. Board approved bankruptcy recommendation. Generated breakeven cash flow during the two months prior to entering into bankruptcy. Transitioned into a COO capacity to successfully divest and down size US businesses. •Supported divestiture activities including preparing information memorandums, due diligence schedules and drafting the asset purchase agreement.•Led reorganization of a Shanghai China Representative Office Chief Representative position, and evaluated the closure of a separate wholly owned China manufacturing entity.•Led kaizen events to reduce administrative processing times in service companies.•Evaluated Human Resource Management system options and presented recommendation to the CEO.

•Established the Audit Committee including a standard cadence for audit committee meetings, audit committee charter and calendar of audit committee activities. •Worked with the independent audit firm and the company Controller to eliminated adjusting entries in the annual audit. •Implemented practice to define and evaluate total and served markets as part of strategic planning.

Financial executive responsible for over a dozen manufacturing companies with global revenue of ~$1.7B.•Responsible for financial organization and reporting for > 30 global manufacturing facilities, plus sales offices and distribution centers.•Completed over 10 acquisitions and the divestiture of two companies.•Identified and directed corrective actions at the largest operating company to address a $2M inventory misstatement.•Coordinated cash management actions between Treasury and the operating companies during seasonal high cash usage in 2013 and 2014 to stay within credit facility limits.•Served as Interim Group CEO for 6 months, during the Group CEO’s absence. •Led improvements in monthly financial reporting, Budget and Strategic Planning processes.

Responsible for financial organization and reporting for the US region of a Non-Destructive Testing company, $300M revenue and over 2,000 employees. Role included Human Resources and monitoring operational efficiencies and addressing utilization performance. • Implemented system tools to track utilization and forward schedule resources. Utilization improved year over year from 90% to 92% in December 2012.• Successfully completed the acquisition and integration of a new company.• Led annual benefits renewal process for 2013.

Finance executive for global leader of agriculture equipment for the Grain and Protein markets, completed sale from private equity owner to AGCO (NYSE:AGCO) for $1B in late 2011. Revenue of $750M with primary manufacturing operations in North America, Brazil and Asia. Responsible for maintaining relationships with banks and rating agencies, presentation of financial performance to Board of Directors and addressed financial statements with the Audit Committee.Transaction:•Teamed with CEO, COO and VP Business Development, to present the market overview and company strategy to prospective buyers.•Lead role working with interested parties to respond to due diligence questions.•Partnered with GSI outside legal counsel to draft the Merger Agreement.•Between Signing and Closing, responsible for executing the actions required of GSI to finalize the merger and monitored the company’s compliance with the Representation and Warranties.Financial:•Implemented a Financial Planning and Analysis function to evaluate/forecast company performance, and proactively drive actions to improve performance.•In 2010 audit report (E&Y) reduced two 2009 audit findings from significant weaknesses to significant deficiencies.•Focused on collection actions to increase cash flow. Accounts Receivable days at the end of Q2 2011 were 5 days below Q2 2010, generating a $10M benefit to working capital.•Partnered with the Vice President Protein Division to develop and implement action plans and the needed organizational structure to execute significant growth opportunities in China. Sales grew from ~$20M/yr. to ~$80M in three years

Financial responsibility for $1B Revenue generated through approximately 25 reporting companies in North America, Europe and Asia, plus several Joint Ventures. Chromalloy manufactures and repairs Aerospace and Industrial gas turbine engine parts, and was acquired by Carlyle through the acquisition of Sequa Corporation in late 2007. •During the first 60 days in this position, led cash collection actions that reduced Accounts Receivable days by 9 days, and improved cash flow by $25M.•Worked with the Vice President Operations to drive various actions that delivered higher operating profit versus prior years when sales were 20% higher. •Restructured the Chromalloy Corporate accounting function, and initiated top grading of finance talent in both the corporate accounting and business unit controller positions.•Implemented Weekly, Monthly and Quarterly financial reporting to provide improved visibility on operating performance which facilitated timely actions to increase profit and cash flow.•Re-engineered the Budget process and schedules, and Sales, Profit and Cash Flow targets.

Responsibilities included driving operating performance, strategy development/execution and accurate financial reporting across a group of global manufacturing companies with a revenue range as high as $4B+. During this period, responsibilities included the Dental, Test & Measurement, Water Quality, Aerospace & Defense, Product Identification and Industrial products platforms. •Leadership role in the due diligence, negotiation and integration of the foundation acquisitions that formed the Dental and Product Identification platforms which accounted for revenue of ~$3B.•Drove >$30M in price improvements over plan in 2006 by setting targets and accountability reporting. Additional price increases in 2008 to address currency fluctuations and commodity cost increases.•Led numerous cost-cutting actions when warranted by market and/ or operating conditions.•Improved cash flow by implementing improved working capital management processes. Days Sales Outstanding (DSO) lower than previous year by 5 days (~$40M). Days Payables Outstanding (DPO) improved by >10 days since 2005. •Consistently scored high in performance reviews for developing and top grading finance talent. Several hires moved on to finance leadership positions in larger Danaher operating companies.•As Danaher’s financial reporting processes evolved, developed many of the schedules and metrics used as standard templates to analyze or drive business performance.

General Manager for NJ based aerospace business in addition to Vice President/Group Finance. Responsible for Operations, Program Management, Quality, Finance and HR functions. In the Group Controller role responsible for financial operations of six facilities; four domestic and two international.•Reduced past due manufacturing backlog through improved operations planning by > 50%.•Completed consolidation of machine shop operations into North Carolina facility 6 weeks ahead of schedule. •Performed due diligence and integration of a Swiss acquisition.•With the VP of Engineering, improved cost control practices on highly engineered products resulting in improved cost and schedule performance.•Developed and implemented a strategic planning process. •Presented strategic plans, annual operating plans, manufacturing restructuring, and an acquisition to the Board of Directors.•Implemented financial reporting by strategic business unit (previously on a facility basis).

ENGINEERED MATERIALS GROUPEngineering Plastics - $330M Director of Finance and Business Management Systems Responsible for financial reporting and analysis at four facilities - three domestic and Germany. Additional responsibilities included the business unit’s Information Systems.• Integration of East German acquisition into business operations.• Established and led management steering committee to improve accounts receivable collections performance (> 5 DSO improvement).• Restructured finance organization to support business leadership and drive actions to optimize performance.• Member, Board of Directors for joint ventures with Mitsubishi (Japan) and Lucky Goldstar (Korea). Improved partnership relationship by enhancing the joint venture financial processes and reporting.AEROSPACE GROUPOcean Systems – $160M Director of Finance Managed financial operations at three facilities - two domestic and Germany. Key Accomplishments:• Leader of due diligence, purchase negotiations and integration team for acquisition of German company.• Implemented fully integrated ERP system.Electric Power – Sales $60M Controller Aerospace Sector, Avionics Group - $1.2B Manager, Financial Analysis Actuation Systems Division – Sales $180M Manager, Performance Reporting and Operations - Restructured Financial Accounting systems and organizations from two companies into one company. Communications Division – Sales $220M - Manager, Cost Accounting /Budgets and Financial Analysis - Manager, Financial Accounting - Supervisor, Budgets and Financial Analysis CORPORATECorporate Internal Audit Senior Internal Auditor