Recruited by Private Equity Group to assist CEO with scaling the company and be a trusted conduit back to the PE firm. I am the owner all activities related to the finance and accounting function as well other areas that support the company’s infrastructure, but most important I partner with other internal and external stakeholders to facilitate their interests with the overall goal of maximizing the company’s resources.

Applied vast corporate finance expertise to a high growth, entrepreneurial firm which has resulted in:- Partnered with Operations and introduced more financial oversight, tools, and processes that drove increased efficiency and reduced costs resulting in Gross Margin % going from 29% to 48% in 2 years. - By focusing on proper working capital management, I implemented sustainable policies that doubled cash generation resulting in $4m more in the most recent year.

After being recruited specifically from the for-profit sector to be a change agent within a rapidly growing, organization that acts as the “commercial business unit” generating funds for a medical care center and a research institute, I implemented the company’s first monthly close, financial reporting, and business review practices. By creating more financial discipline and rigor, I brought annual operating costs in below budget by 12%.

I developed a track record of success and promotion at a $1.2b global manufacturing company by being a trusted resource to Sr. Leadership that consistently tasked me with taking on highly critical roles, responsibilities, and projects. - Implemented the first Sales & Ops planning process for a $192m business unit so that manufacturing operations and capacity could be optimized and lean initiatives tracked allowing for real actions to be taken and monitored to improve Gross Margin by $4.5m. - When trying to decide whether to enter into a new LTA with a large and important, but low margin customer, I creating a holistic view of the business conducted with the customer that spanned four business units across three countries and included multiple product lines. My analysis persuaded executive management to negotiate a new pricing agreement to take the customer’s business from 17% margin to 33% margin in 4 years’ time. - I lead the development of the financial component of the America's 5-year strategy plan that spanned 7 business units and across 7 end markets. - Due to my "Can do/Will do" mentality, I was hired by the same Financial Executive twice to be his right hand person.

- The global commercial division had been formed to focus on all growth initiatives. To assist the commercial leaders with fact-based decision making and “what if” scenarios to capitalize on opportunities, mitigate risks, and identify gaps critical to achieving the strategic goals, I developed a highly detailed financial model used to understand revenue trends and profit impact across multiple years and based on numerous factors.

- At the request of the IMI PE’s global CFO, I was tasked with developing the first FX hedging strategy for the Global Centre’s $45 million expense budget. By working with the parent company’s treasury department, forward contracts were purchased to hedge approximately $3m of risk.

- I proposed, planned, and implemented a complete manufacturing operation that doubled revenue, tripled profit, and had a payback of 6 months. While at the same time, mitigated supplier risk and made the company more attractive for a value “harvesting” event.