• Ownership for platform New Product Development (NPD), including quarterly Executive Portfolio Reviews Boards • Established and standardized evaluation of financial methodology for NPD prioritization across global segment• Partnered with Product Management and Engineering to increase, margin accretive, vitality rates • Financial leader 80/20 operating system, driving value through portfolio lifecycle management & complexity reduction• Leader of cross functional Global Excellence Center based in Bangalore India• Interim CFO for CribMaster during 2Q’21

• Global leader for Indirect categories of Travel & Entertainment, Fleet, Human Resources & Contingent Labor• Managed a team of 15 purchasing professionals with responsibilities spanning sourcing, contracting, risk and supplier relationship management• Liaised cross functionally to transition team from traditional on site to fully remote work status• Worked collaboratively to deliver productivity, while improving service levels for stakeholders• Led development, execution & continued improvements of Spend Control Tower - driving 30% reduction in total SBD indirect spend

• Integration leader for $640M acquisition of International Equipment Solutions into Stanley Infrastructure business• Established, monitored & analyzed key performance metrics to ensure successful deal & integration• Created, coordinated & presented integration updates to C-Level leaders• Worked cross functionally to accelerate & deliver revenue & cost synergies above BOD Model

• Led global team managing multiple integration programs for SBD Industrial segment• Directed design of program planning and execution framework with cross functional stakeholders• Drove integration programs for acquisitions of varying sizes in North America, Europe, Australia & Southeast Asia• Initiated, negotiated & administrated Transactional Service Agreements in support of acquisitions

• P&L and Balance Sheet leadership for +$300M North American Stanley Engineered Fastening Industrial business across thirteen facilities and five general ledger systems• Managed five, geographically dispersed, direct reports & their teams to effectively forecast, report and analyze• Collaborated with Sales & Operations to develop improved analytics and mature forecasting process, delivering increased forecast accuracy while improving customer service levels• Established operating rhythms with the commercial organization to shift towards profitable growth after three years of organic sales deterioration• Collaborated & negotiated with customers and suppliers to attain optimal agreements, driving growth and productivity • Drove margin leverage through cross functional partnership to reduce structural costs while simultaneously prioritizing investment in new product development• Worked collaboratively to develop a macro-economic forecasting tool which leveraged external data sources

• Managed team responsible for forecasting, reporting & analysis of +$1B global Stanley Engineered Fastening (SEF)• SLP Champion for SEF – implemented plan for growth of leadership program, best practices adopted across SBD• Led cross functional team that established and tracked largest synergy project of Infastech acquisition• Created, audited, and supported C-Level management presentations

• Consolidated forecasting & reporting of Industrial segment for Stanley Black & Decker• Assisted in implementing Stanley financial processes for three separate acquisitions• Created and audited presentations for BOD, Investor Relations & other senior management meetings• Developed models for analysis of foreign exchange, geographic revenues & competitor performance

• Assist management team in financials and decision making for 1.2 M sq. ft. manufacturing facility• Perform monthly accounting tasks and provide monthly financial forecasts and variance analyses• Coordinate capital spending and prioritize based on payback, business impact and customer needs

• Developed role as ‘Consolidator’, standardizing reporting packages & providing analysis for Supply Chain VP• Managed and coordinated work efforts for FLP Associate and multiple interns• Created training packages to educate buyers on financial impacts of purchasing decisions

• Forecasted, reported, and analyzed material purchases and SG&A budgets• Supported financial requirements of 2 commodity directors, 8 commodity managers and 49 purchasing specialists• Organized and led standard setting process, including database creation & coordination review of +90K active parts