- Develop and implement FP&A best practices, procedures and processes to drive standardization & simplification of measurements across business - Deliver clear verbal and written explanations of analyses to senior management that translate findings into actionable areas of focus- Coordinate and drive 3 year strategic plan, annual operating plan, & monthly forecasting processes- Bi Weekly meeting with Sales & Operations to ensure forecasted results are materializing.- Financial modeling to provide clarity for the development programs, growth initiatives, and ad hoc requirements of Senior leadership- Support Business Development efforts through valuation models, due diligence and pro-forma financial statements- Integration of acquisitions into business to maximize productivity improvements- Standardization of Price, Volume & Mix analytics that drives clarity to profit drivers- Seven acquisitions & one divestiture- Business unit lead on Hyperion Essbase implementation

- Executed three acquisition and one major divestiture during tenure- Ran bi-weekly pacing call for orders & sales to ensure were on track to obtain forecast and monetized risks & opportunities to the forecast- Process improvements to drive profitability - Extensive analysis on key drivers to improve Operational efficiency- Created, controlled & coordinated strategic plan, annual operating plan & quarterly business review presentation for review by Oil & Gas leadership team- Complex financial modeling to support business objectives

(Formerly Dresser Inc. acquired 2011)Led controllership and finance functions for $500M business and consolidation of results for delivery to parent company, with 6 direct reports, 28 total members, spanning 5 locations with 850+ employees. Drove strategic plan, budgeting, forecasting, and monthly operating review process with accountability enterprise wide.• Collaborated with sales team to implement Saleforce.com for tracking order pipeline; included commercial review process for non-standard terms and conditions, improving forecast accuracy 5%, and aided operations on material availability with 10% inventory reduction.• Partnered with regional president in product lines rationalization and process optimization, achieving 5% growth in competitive market conditions while increasing operating profit percentage.• Established aftermarket center that combined 2 brands into 1 location, raising on-time delivery to 98% and customer satisfaction based on survey responses.• Led Order to Cash Oracle implementation, enhancing customer satisfaction, increasing material availability, and standardizing business processes, while delivering on budget and on time; yielded 7% organic growth on first year post-implementation.• Decreased working capital 15% through focused meetings on inventory reduction and increase on receivables collection.• Led integration activities as Dresser was assimilated within GE and trained functional operating teams on GE processes and procedures.

Owned finance functions and controllership for $300M business, consolidation of results for delivery to parent company, with 2 direct reports and 14 total team members. Partnered with Mexico and aftermarket teams to build infrastructure needed to support and grow highly profitable segments. Managed 2 locations in United States and Mexico, encompassing 400+ employees.• Partnered with leadership to drive organization structure and infrastructure to achieve high level of growth from $179M to $279M• Rebuilt finance team from underperforming and not viewed as an asset to the business to setting direction for the business in support of growth and operational improvements.• Drove cross-functional teams to understand cost drivers, integrate processes improvements, and adopt lean techniques, cultivating culture of continuous improvement.