Global Finance leader of the Healthcare business group operations with 5 divisions totaling $8.6B in revenues. Responsible for all global operations including manufacturing plant and non-plant spending, Cost of Goods Sold (COGS), Inventory, Customer Operations (A/R, A/P and pricing and rebate processing) related to business group.

Joined 3M Health Care Business Group as part of the acquisition of Acelity/KCI at end of 2019. 3M Health Care is a leader in offering products and solutions for medical, oral care, health information management, separation & purification as well as food safety with global sales of $9B.► Global Business Finance leader for the Wound, Incision and Skin Management business generating $1.8 billion in annual sales of the 3M Medical Solutions Division (Annual sales of $3.5B).

Lead a team supporting the NPWT Franchises ($1.5B revenues) in all global product portfolio management, product rationalization and overall business strategy and market placement. Responsible for creation of all NPV/ROI investment models for organic and inorganic product pipeline development projects. Provide monthly reporting and forecast/budget guidance to three Vice-Presidents in Franchises and Research & Technology.

Led the global consolidated financial planning, analysis and internal management reporting function for multiple business units and strategic platforms for a Global business with $1.9B in annual revenues. Provided global leaders with performance targets and guidance on corporate financial expectations and created reporting and analysis for regular Board of Director meetings and other external parties. Identified areas for improvement and helped develop plans to mitigate and track results vs. these mitigation activities as necessary. Work closely with Treasury/Investor relations and CFO to provide details and explanations of company performance and future outlooks for external SEC reporting and investor/analyst calls.

Tasked to improve global inventory management by creating and executing business strategies and processes that increase forecasting & analysis efficiency, improve new product design configurations and enhance operational field performance for a $450M division. Led efforts in driving execution of business transformation initiatives to improve efficiencies, capabilities and controls while improving reporting, accountability and global team collaboration.• Interacts and serves as primary liaison for multi-functional personnel with the purpose of understanding inventory needs and making management and reduction recommendations.• Evaluated and improved processes for development of business cases, milestones, forecasting, and order processing.• Generated management/reduction recommendations for senior leadership by interacting and partnering with multi-functional (sales/operational/financial) stakeholders. Developed and initiated new ways to evaluate global inventory reserve requirements, reporting, and product set definitions and their impact on financial performance. Built/recommended procedural and structural changes to improve organizational efficiency while not sacrificing customer service levels. • Developed an inventory planning, forecasting and analysis tool (linked excel and data warehouse downloads) that reduced month-end financial preparation by 75% while improving quality of actual inventory projection performance vs. actual results.• Utilized historical sales and current market data to improve Margin forecasts. • Reviewed new product launch business cases and partnered with sales and marketing leadership to recommend specific product sizes which could be eliminated from a product set definition to dramatically reduce required inventory quantities on-hand.• Improved days in inventory by ~39% and established targets and performance metrics via focused value-added field and management reporting and data collection tactics for the organization.

Transferred to provide financial leadership and area budgets as the "Area CFO" for Orthopaedics operations in Southeast and Southwest US with annual revenues in excess of $700M; led financial reporting, planning & forecasting, sales deal pricing for medical implants, budgeting, cost cutting initiatives, headcount approvals and real estate lease negotiations.• Provided budget management and led cost improvement initiatives for 11 General Managers (GM) and 2 Area Vice Presidents (AVPs) in operations across 13 U.S. states.• Led financial forecasting, planning and analysis activities for areas and partnered with area leadership to create a modeling tool that better utilized customer and market data to identify early trends. Improved the volume/price/mix analysis for areas and helped generate action plans to mitigate identified risks to plan. • Team leader of nationwide cross-functional XLT sponsored project to reduce inventory adjustment (E&O) costs across the U.S. Project (RIOT) included identifying IT system constraints (data capture and reporting requirements), creating reporting, training U.S. field personnel, establishing performance targets, creating incentive plans to drive accountability and tracking results to plan. • Finance project leader and advocate that improved operational efficiency thru branch distribution channel consolidation. Led the negotiation for the lease of a larger central distribution warehouse in Florida to serve as a HUB for multiple markets; balanced inventory across several warehouse locations with less personnel, yielding a $90K annual savings.• Served as Finance Leader on company project to evaluate potential changes to the US distribution model of medical devices and orthopedic joint implants across all corporate divisions.

Joined company’s executive leadership team for a Business Unit of a Fortune 500 Medical Device manufacturer, contributing to strategic and financial leadership, staff education and development and corporate culture/employee engagement; handled financial reporting, budgeting, forecasting, strategic planning (3-5 years) and internal control.• Managed and/or reviewed annual standard cost (roll) setting and absorption cost assumptions and adherence to corporate policy for U.S and Puerto Rico sites along with Israel site R&D prototype assembly for the gastroenterology (GI) market segments. • Tasked to lead and develop divisional/corporate projects covering SOX control review, internal audit of division business, the establishment of new business practices, review of past due diligence, business integration, and best practices.• Negotiated reduced pricing for prototype scopes and reduced legal liability for vendor parts inventory due to cancelled purchase orders, resulting in more than $788K savings in 2008.• Supervised business integration and cultural diversity efforts between Israel and US locations post acquisition.• Led business liquidation (divestiture) and shutdown activities, coordinating human resources, accounting, legal, and operation activities to sell off consolidated GI entity in two locations; handled vendor closeouts and asset redeployment.• Drove development and execution of an annual compliance plan that resulted in a 100% score on the corporate compliance scorecard; later acted as group compliance officer directing multiple ethics/compliance investigations for the GI and Integrated Surgical OR business platforms.

Upon completion of leading the successful sale of Electromark to Brady Corporation, stayed on to manage the financial integration and leadership transition. Served as a key member of the management team of a diversified manufacturing business unit ($850M Publicly-Traded Parent Company), led financial and operational systems design and assessment of SAP implementation requirements. Handled financial reporting and optimization of company margins.• Functioned as business acquisition/integration leader (post acquisition), growing core business revenue by 9.6% to exceed profit and revenue targets in the first year of post-merger operations.• Drove SOX compliance, guiding the business unit through successful implementation of regular and periodic testing of internal controls; accountable for signed 404 certification included with parent company quarterly SEC filings.• Identified opportunities for improvement and developed systems and procedures to enhance performance.

Led executive management team for diverse job shop manufacturer (Electromark) (printing, metal/CNC, die-cutting, porcelain coatings) of safety signs/labels that employed 165 staff; directed accounting and front-office functions such as financial statement/reporting, budgeting, fiscal control, credit, standard costing, quoting, inventory mgmt, external audits, and treasury activity for large, diversified manufacturing operation.• Headed 23 direct/indirect reports across purchasing, accounting, human resources, customer service, warehousing, inventory, production, marketing, IT, and sales functions.• Built company’s financial infrastructure including policies, procedures, and business processes for accounting, controls, financial analysis, cash management, audit, legal, risk, budgets, quotes, standard costs and corporate tax.• Captured significant gains in revenue and income from operations by introducing controls that optimized planning, efficiency, and performance; increased revenue 253% during tenure and moved EBIT from 5.33% to 19.16%.• Oversaw business expansion of sales channels beyond core Utilities industry (Power/Energy Transmission & Distribution by both public and municipal (government) entities) and into new market adjacencies such as OEMs, DOT Highway, Water/Sewer/Gas and general consumers. • Created and deployed an extensive reporting package with business dashboards for all functional areas.• Crafted standard financial processes and models for all capital projects including incorporation of EVA concepts.• Advised the president/CEO on business decisions and owned sole accountability for acquisition discussions; guided profitable sale of company to Brady Corporation and headed post-acquisition integration efforts. • Coordinated efforts with local and state officials to submit an application and gain approval for Electromark to be included in a New York Empire Zone which provided tax incentives and relief; achieved a $262K+ savings as a result.

Oversaw planning, administration, and wrap-up of audit engagements for various industries including publically and privately held manufacturing, healthcare, insurance, real estate management, and residential construction companies.• Major audit client's included ViaHealth - Healthcare System, Blue Cross/BlueShield (Excellus - HMO Insurance) and Seneca Foods (Food Processor). • Prioritized assignments and delegated an average of two to three audits per month among staff members.• Addressed changing engagement circumstances to maintain audit efficiency. Analyzed/documented audit findings.• Crafted and implemented audit steps to test key internal controls over clients systems to measure risk areas.

Provided review of actual job costs, oversaw A/P and A/R personnel and established contract pricing for customers in medical, automotive and office products for a privately-held plastics injection molding manufacturer.