Identify, build, and maintain relationships with clients while meeting customer objectives.Executed $40 million new product/business transformation concept as Program Manager based on the Toyota Production System from initial costing through program justification, daily program management, transforming intelligence into deliverables, and launch resulting in one of the most lucrative business transformations in Club Car & Ingersoll Rand’s history. Both U.S. and international patents were secured.Implemented Lean Initiatives which reduced inventory by $1 million (30%) cut lead time in half and reduced labor costs by $150k within 5 months.$900K specialty building project directed from conception to completion on time and within budget. Proactive Change Management drove the outcome.Delivered $15K in monthly savings (reduced stock outs, over stocks and increased trading partner satisfaction) by rescuing troubled global supply chain project after 3 previous project managers had failed. Conceptualized and executed leadership training for U.S. Navy teams assigned to U.S. Marine Corps before deployment to Iraq in 2007. Commended by generals post deployment for the training’s effect on team building and its impact on entire II Marine Expeditionary Force (fwd).Designed and implemented accounts payable document imaging solution that outperforms corporate outsourcing solution in monthly operating cost and performance.Visualized and formed interdisciplinary team to defeat Improvised Explosive Devices using quality tools.

Directed General Accounting, Credit, Accounts Receivable, Accounts Payable, Fixed Assets, Pricing and Treasury with a staff of 33.Integrated two large accounting shops into one with a 10% headcount reduction and no adverse audit findings or adjustments.Implemented an AP imaging and workflow solution with levels of authority and mobile authorizations.Established Tiered Pricing in all markets which provided pricing discipline and reduced billing errors.Identified gaps in policies and procedures of the combined company and implemented teams to close the gaps. Built and maintained relationships with International, National, Regional and local banks to minimize costs and maximize cash flow.

Hired specifically to build a new combined accounting shop for a joint venture formed by the Brick divisions of 2 large building supply manufacturers. Directed Accounts Payable, Accounts Receivable, Credit, Claims Management, Cost Accounting, and Treasury.

Directed administrative functions in accounting, sales, procurement, information technology, and inventory control. Reinstalled ERP and improved functionality. Restructured company financing resulting in better cash flow and faster debt reduction.Modified manufacturing process eliminating need for additional warehouse and reduced customer complaints from one per day to one per month.Established Foreign Sales Corporation reducing annual income tax expense by $135K.Identified utilities as main cost driver and engaged local provider resulting in $350K annual savings.

Directed Accounts Payable, General Accounting, Inventory Control, Cost Accounting, Cash Management and Information Technology. Staff of 30 along with 5 consultants.Key player in structuring company for growth from $45 million to $400+ million within 3 years.Developed monthly Financial Performance binder for targeting opportunities and risks of operational decisions effecting bottom-line profitability.Cut external audit in half to 3 weeks by implementing procedures and improving quality.

Implemented ERP system and migrated 4 business units onto new platform.