FP&A and finance transformation leader of a $1.3B service division. Lead finance teams partnering with strategy, marketing and business operations.

Lead the FP&A function for a $1.5B global capital equipment manufacturing business unit, supporting the consolidation of50+ entities, annual budgeting, forecasting, and monthly/quarterly reporting to executive leadership.

Commercial finance partner to a high growth key account organization with $2.2B in revenue. Driving total company solutions. Focused on commercial effectiveness, market analysis, customer/territory development, commercial deals, bids, and credit risk. Lead annual plan, goal setting, quarterly/monthly reviews, and segment FP&A.Led the financial planning and implementation of 5-year strategy to reorganize and expand the commercial team to accelerate growth, expand integrated offerings and enhance customer intimacy to the biotech marketManaged cross-functional data analytics project that leveraged internal and external data sources to inform strategic initiatives, derive market indicators, meaningful KPIs and interactive dashboardsDeveloped a commercial deal modeling tool to effectively and efficiently evaluate customer lifetime value which was leveraged in gaining multi $M executive approval on investments with biotech start-up incubatorsCreated data driven methodology to target venture capital funds for partnership and portfolio company relationships

Created and lead annual operating plan of $500M organization acting as a strategic business partner to the executive team by developing commercial strategies, review of M&A targets, market analysis and internal company evaluations with the overall goal of increasing the effectiveness of companywide management.Overhauled the annual plan process to simultaneously integrate economic data and consolidate information from Sales, HR, IT, Marketing and Operations Managers to generate 90+ business location P&LsDrove company strategy by performing in-depth internal review and end market analysis to guide the executive team in evaluating the current structure and identifying future action plans Developed companywide financial reporting and best practices for location, customer, vendor and product profitability, sales productivity/effectiveness along with automating the standard monthly financial packages and P&L reportingImplemented CRM (P21) to analyze the efficiency of the sales organization for quote to order volumes and conversion

Business adviser to Pressure Pumping business operations; through financial analysis and P&L oversight; 2014 revenue of $2.8B. • Managed a team of 12 including, Accounting Supervisor, Financial Analysts & A/R Analysts• Provided in-depth analysis, insight and guidance for business operations• Built financial forecasts to support strategic plans; revenue, cash flow, profitability • Created financial models to drive decision making in regards to, pricing, market share, utilization of assets, head count, logistics, supply chain and cost of goods sold• Established and monitor the implementation and maintenance of accounting control procedures

Held roles as an analyst in North American HQ, Sales and Credit. Prepared financial analysis for financial reports, budgets, strategic plans, forecasts and variance analysis. Maintained and created financial models to evaluate and forecast business expense trends. • Analyzed previous year spending and developed budgets to support a major employee reorganization• Monthly variance analysis of actuals vs. forecasts to determine impact against planned objectives• Analyzed and updated corporate procurement card policy reducing $1M in potential liabilities• Completed monthly balance sheet account reconciliations & performed income statement analysis Managed $540M in credit risk per a year• Reduced outstanding monthly credit risk by 20% through customer analysis and risk mitigation strategies • Oversaw the integration of an acquisition’s credit function to support revenue recognition• Actively managed relationships with 350 various customers on a daily basis. • Developed training modules for Project Coordinators, accelerating the sales to manufacturing process by an avg. of 2 days• Lead projects to institute changes in the ERP system to comply with SOX narratives