Lead the FP&A and Accounting functions (team of 40) of a $200+MM private equity backed SaaS company. Responsible for budgeting, forecasting, monthly close and reporting, annual audit, tax, cash and capital management, ad-hoc financial analysis, and M&A modelling support.• Successfully led team through 2 annual financial audits receiving unqualified opinion of good standing• Led Treasury activity through a period of cash shortfall, including establishment of new interest rate cap facility for several hundred million $ of long-term debt• Led two annual planning processes incorporating multiple acquisitions and organization restructures• Responsible for monthly managerial reporting process and output, established new weekly financial BOD reporting including daily cash results and forecast• Responsible for Sales function finance support in the form of all quote finance exception approvals and monthly commission administration – Sales organization delivering $36M of new bookings per year

Lead the FP&A function (team of 4) of a $200+MM private equity backed SaaS company. Responsible for budgeting, forecasting, monthly close and reporting, cash and capital management, and ad-hoc financial analysis, M&A modelling support.• Primary support/owner of sell-side model during successful sale process and buy-side model for completed transaction• Evaluating needs and establishing new priorities for relatively new FP&A team/function within the organization• Led two annual planning processes incorporating multiple acquisitions and organization restructures• Led quality control project eliminating errors from monthly management reporting• Improved cash forecasting model leading to 30% greater accuracy at year end than prior version

Led the FP&A function (team of 3) of a $500MM multi-brand food CPG company. Responsible for budgeting, forecasting, monthly close and reporting, trade risk management, SG&A spend and ad-hoc financial analysis.• Facilitated company leadership to 80+% increase in EBITDA from 2016-2018• Led monthly financial review and decision-making resulting in 12 consecutive quarters of profit at/above plan• Built sales forecasting model improving forecast accuracy by 10%• Responsible for post-merger synergy model and tracking/reporting to achieve synergies of $30MM annually• Identified $5-6MM in trade risk, communicated to relevant leaders and functions, corrected systemic errors leading to the risk and managed the business to absorb the correction

Hired to lead all non-controller elements of Finance for a large non-profit organization experiencing high growth and change. Led team of 10 finance professionals that grew to 20 through a transformation of process, systems and responsibility to support HQ and 50+ regional operations locations with a budget of over $300MM. • Provided financial leadership to organization facilitating growth from $160MM in 2008 to over $300MM in 2013• Successfully managed and grew team from 10 to 20 FTE• Improved actual to budget performance through reporting and process changes leading to 1-5% below budget performance throughout tenure with the organization• Converted enterprise budget, forecast and reporting systems from Excel to GL enabled web-based system