Michael R. Moore Email and Phone Number

Results Driven Executive successful at building and leading high performance finance operations delivering results for a global manufacturing and service company with annual revenues of $3.0B. Combines strategic/tactical finance expertise with strong qualifications in operations, workforce optimization, process improvement, acquisitions, global markets, and strategic planning. Record of reversing financial declines and capturing significant cost reductions through process redesign and performance enhancement. Skilled at partnering finance with core operations and developing productive cross-enterprise alliances

Hand selected to lead an organization of 70 associates that redesigned and re-engineered business processes and systems utilizing Lean/Six Sigma tools and techniques.Goals and objectives:-Reduce annual spend between 15% and 20%-Deliver lean systems that support the Corporation’s strategic roadmapAccomplishments:-Reduced spending by 18% by eliminating headcount and other expenses through meticulous up front analyses and subsequent step by step execution.-Established a strategic roadmap where projects were prioritized then subsequently commissioned after the annual spend plan was approved.

Scope and responsibilitiesChief Accounting Officer, responsible for: SEC reporting (ie Forms 10K; 10Q; 8k); Corporate accounting (ie g/l), consolidation and reporting; Consolidated corporate Plan, Monthly Consolidated forecasts and analyses; Sarbanes 404 system of internal control over financial reporting; Liaison with external auditors- KPMG; Org. scope and size: Global/370 associates.Goals and objectives-Increase the talent of the organization and build succession plan-Improve system of internal accounting control over financial reporting-Find replacement for Internal Audit department leader-Reduce corporate closing cycle-Improve quality of monthly reporting to the Board of DirectorsAccomplishments-Significantly upgraded the talent of the organization thru restructuring:-Implemented annual succession planning process-Significantly improved the system of internal control over financial reporting-Expanded the reach of FCC while implementing more systematic approach-Managed E & Y global relationship-Assembled and lead search committee to hire head of Internal Audit-Reduced the accounting closing cycle by 20% while increasing quality-Improved the quality, content and frequency of interim reporting to the Board of Directors

Scope and responsibilitiesIn charge if all financial aspects of the Corporation’s largest international subsidiary ($250 million in revenues with 3,300 associates); responsible for financial reporting; forecasting, planning and analysis; Treasury; Tax; Human Resources; IT and Internal Audit; Dept size= 97 associatesGoals and Objectives-Further integrate this organization which previously operated autonomously-Re-engineer the planning and forecasting processIdentify and target spend reductions in the indirect spending area-Implement a succession plan for the Brazilian Finance OrganizationAccomplishments-Further integrated this organization which previously operated autonomously through the: Introduction of key headquarter personnel and their respective organizations (ie treasury, tax, procurement, HR, engineering, business transformation and IT)-Participation in the annual and monthly business review cycles-Lead the implementation of a division wide succession planning process-Re-engineered the planning and forecasting process that enabled the operation to meet or exceed the base forecast in 20 out of 21 reporting periods-Identified and targeted spend reductions in the indirect spending area by dedicating one finance manager and attaching them to the procurement organization.-Implemented a succession plan for the Brazilian Finance Organization which ultimately lead to the promotion of a manager to head of Diebold Brazil’s Finance organization. -Graduated from Diebold’s inaugural class for Diebold Leadership Training at the University of Indiana- Bloomington (2005)- one of 25

Scope and responsibilitiesLeadership of the financial function of the Corporation’s international business. -Goals and ObjectivesProvide strategic leadership in building the Company’s international service and distribution channelEstablish the financial function beyond the borders of North AmericaIntegrate international acquisitions in major marketsDevelop and implement cost efficient strategies to support a growing operation-AccomplishmentsProvided strategic leadership in replacing lower margin distributor sales with higher margin sales by establishing direct sales and service operations on five continents.Created the finance function in three newly established divisions (AP/LA and EMEA)Integrated three major acquisitions (approx $200m each) into Diebold International (EMEA: Bulle, Getronics; Brazil: Procomp)Established the Company’s first foreign shared services center in Leeds, UK which mitigated significant operating expenses.