Westinghouse Electric Co., LLC (a Toshiba Corporation subsidiary) is an international power generation service industry leader comprised of 10,000 employees delivering engineered product and service revenues in excess of $5 billion.Finance leader supporting Westinghouse's Europe, Middle East & Africa based power plant repair and maintenance business. Responsibilities include group financial management and leading the development and implementation of turnaround strategies to deliver profitability targets.Providing necessary leadership to strengthen capabilities of the accounting/finance function, resulting in increased visibility and acceptance as a full business partner with senior executives, business units and development teams.Implementing improved processes designed to better control budgeted spend.Developed new costing model to more accurately cost product.Realigned organizational structure to drive enhanced profit accountability.Identified financial and operational weaknesses and delivered reporting structure and corrective actions to deliver enhanced predictability for the operating group.

Global finance partner supporting Westinghouse’s EPC (engineer, procure & construct) business with operations in North America, Europe (Sweden, Germany, France, Spain), South Africa, and Asia. Responsibilities include profit/loss management, supporting business development and strategy initiatives, planning & analysis, global cost containment, large product offering approval and finance organization operation.Led an 11 person finance team in overseeing the financial operations of an 1100 employee operating group.Provided financial leadership in the analysis and due diligence of various business acquisition opportunities.Coordinated the reconciliation of labor plans, capital plans, R&D plans, etc. to the financial plan.Delivered variance analysis and identified opportunities to meet or exceed overall financial objectives.Led the sale of an underperforming business to a third party.• Delivered global cost containment initiatives saving over $10 million per year (15% of total overhead spend).• Led the organization in the development of a new cost/price structure to enhance market competitiveness.• Combined and restructured two previously separate global organizations including realignment of operational boundaries & legal structures, creation of new product categories, consolidation of workforces, and development of supporting processes.

Finance and Administrative partner for one of Westinghouse’s fastest growing businesses providing $175 million of engineered welding and machining services. Responsible for managing a 25 person multi-location finance and supply chain organization in the support of strategic initiatives and the daily manufacturing, service and leasing operations, including financial processing, purchasing, transportation, information technology and facility management.• Led a $40 million acquisition of an industry competitor including negotiation of purchase price and contractual agreements, management of due diligence and oversight of integration activities. Created an organization capable of performing union and non union based services simultaneously.

Financial lead for Westinghouse’s midwestern region field services and newly acquired equipment manufacturing business producing $100 million of combined annual revenues. Responsibilities included establishing financial processes and controls, staff recruitment and training, and development of baseline reporting, operational metrics and balanced scorecards.• Negotiated the purchase and subsequent lease of a 120,000 square foot combined use shared facility allowing for future growth and expansion.

Finance partner for an $80 million power generation industry service business. Managed processes associated with business planning, budgeting, financial reporting, operations analysis, cost accounting, inventory management, pricing and contract evaluation, and the control environment.• Developed strategy and implementation plans for conversion of the business’ labor model to union affiliation enabling the organization to double annual revenues.• Reengineered the financial department to eliminate waste and transfer non-valued activities to the corporate shared-service center. Developed a professional finance organization from one previously supported by contract/temporary employees.

Finance partner for two of AAR’s most profitable business units with combined sale and leasing revenues of $150 million. Responsibilities included working capital management, financial planning and analysis, management reporting, forecasting, quarterly reviews, annual audits, and staff development. Leveraged finance and accounting to improve business decisions in both sales and operations. Directed investment analysis (ROI/IRR/NPV) including evaluation of contract pricing, terms and conditions for commercial aircraft/engine purchases, sales and leases resulting in over $250 million of new business. Researched and recommended accounting treatment for revenue recognition issues to ensure compliance with GAAP and SAB101.

Finance lead for AAR’s newly formed aircraft parts inventory management and leasing joint venture with General Electric. Responsibilities included developing reporting structures, processes and systems, and supporting business development activities. Financial contributor to a multi-functional team challenged with negotiating the joint venture formation and developing business strategy and plans. Oversight of all inventory, contract and debt management issues to ensure compliance with financial covenants of the joint venture’s $150 million credit facility.

Coordinated the consolidated reporting, planning, forecasting and analysis for a 10-company, international operating group comprised of 2 parts distributors and 8 repair facilities generating approximately $400 million of annual revenue. Performed pre/post acquisition and integration analysis of the company’s newly acquired $130 million general aviation distribution business to realign geographic sales regions, restructure sales and marketing incentive plans to align sales force compensation with business growth targets and to identify operating inefficiencies and cost reduction targets. Completed evaluations of operating group’s business divisions to identify under-performing assets, reduce carrying costs and highlight areas for improvement.

Supervised 5 staff tasked with the consolidated reporting, forecasting, and planning/analysis for AAR Corp’s 23 operating units. Coordinated and prepared monthly consolidated financial reporting packages, quarterly forecasts, annual and long range plans, board of director and rating agency presentations and assisted in the preparation of SEC Forms 10Q and 10K. Implemented Hyperion Enterprise to automate and streamline the corporate wide reporting, forecasting and planning process. Developed and implemented a three-year planning process.

New Era Funding Corp-Privately held manager of publicly traded investment funds.Prepared initial audited financial statements including footnotes for a consolidated entity and managed the annual audit process.

Planned and performed financial audits, identified internal control weaknesses and presented recommendations to management for privately held businesses in various industries (primarily construction, distribution, and manufacturing) producing annual revenues between $2-$100 million.