2006 – Feb 2009 Group Controller (US/Can Operations, $435M USD, manufacturing, publicly traded, US owned entity, 8 direct/10 indirect reports) Noble Metal Processing Inc., Warren, MI, U.S.A. • Highlights – reduced 6 day close to 3 day close while adding complexity, achieved 27.3% reduction in staffing while stabilizing Controller turnover, over 98% pass rate on internal SOX testing, no significant deficiencies identified during 2008 external SOX testing, reduced post close entries from 318 in Q4 2007 to Zero in Q3, led three day finance offsite for entire North American team (38 attendees), trained international Controllers in SOX and company policies and procedures• Responsible for financial oversight of twelve reporting entities (including North American Headquarters) and eight plant Controllers and their staff • Developed training seminars to increase bench strength and new processes to streamline financial reporting• Conceptualized and implemented a Finance Continuous Improvement award• Created effective feedback loop to develop/coach direct reports to their highest potential• Completed finance integration of newly purchased division including purchase accounting entries• Drove standardization across independent plants to promote best practices• Refined existing financial package, through operational knowledge, to improve monthly reporting

2005 – 2006 Controller ($60M USD, manufacturing plant, foreign entity of US owned publicly traded parent, 3 direct reports) Noble Metal Processing Inc., Brantford, ON • Converted SOX failing plant to best performer within the company• Implemented pro-active A/R and A/P processes driving division to company best ROIC performer• Improved performance of local finance department by elimination of processing waste• Developed finance bench strength and consolidated department from four heads to two

2005 Controller ($50M USD, manufacturing plant, foreign entity of US owned publicly traded parent, 2 direct reports) Associated Spring/Barnes Group Canada, Burlington, ON • Returned division with significant deficiencies in internal controls to best plant (auditor opinion) within operations group• Identified process improvements and head count reduction within finance department while maintaining segregation of duties• Defined and reported to management team, key performance indicators driving monthly results• Exercised a leadership role during Lean / Six-Sigma initiatives

2003 – 2005 Assistant Controller ($50M USD, manufacturing plant, foreign entity of US owned publicly traded parent, 2 direct reports) Associated Spring/Barnes Group Canada, Burlington, ON • Prepared and presented internal daily management reports• Generated and processed month end journal entries, and monthly reconciliations in both CDN and USD• Provided accurate and timely monthly and quarterly reports for submission to US headquarters• Drove 25% head count reduction within department without sacrificing any service

2001 – 2003 Controller ($10M CDN, manufacturing plant, privately held, 2 direct reports) All Tool Automation Inc., Hamilton, ON • Guided company finances through bankruptcy and insolvency proposal while operating without bank support• Prepared Scientific Research and Experimental Development claims (SRED)

1997 –2001 Controller/Office Manager ($8M CDN, service provider, privately held, 3 direct reports) Cedar Springs Landscape Contractors Ltd., Ancaster, ON • Responsible for financial and cash-flow management for two distinct operations• Designed and implemented operationally segmented reporting to evaluate performance of business components