Responsible for leading Value Growth Advisory practice. Key areas of focus include business development, marketing, project management, service delivery, and business process management.

Management consulting and facilitation services.

A demonstrated record of success and achievement at this leading provider of life-saving, protective body armor solutions, marked by a promotion to a position of increased influence, authority, and accountability. Retained following the acquisition of Armor Express by KDH Defense Systems after leading the Finance/Operations team for two years, demonstrating solid leadership that increased bank confidence, leading to the financing necessary for the acquisition.2018 to 2019: Chief Financial Officer, KDH and Armor Express2015 to 2018: Chief Financial Officer and Chief Operating Officer, Armor Express*Led vision, strategy, and execution for all facets of corporate finance and accounting for the combined organization, with authority over HR, IT, Financial Planning & Analysis, Accounting, Costing, Pricing, Compliance and Treasury Functions impacting nearly 500 employees in two locations.*Assumed a lead role in the acquisition of KDH, expanding the business by 300% and increasing revenue to $115M, positioning the company to secure over $140M in new opportunities with military accounts.*Served as the architect of a scalable IT, Finance, and Human Resources framework to support the new organization.*Orchestrated the adoption of security and compliance infrastructure that was critical to the win of a $70M DHS contract.*As the COO of Armor Express, managed HR, Customer Service, Production, Purchasing, Quality, Warehousing and Logistics.

Supported the Global Finance & Controllership Team at this $4B renewable energy corporation, with a focus on leading business process transformation projects that include the re-engineering of global close, cash planning, and P2P processes. Left role after being recruited by the founder of Armor Express.*Served as a mentor and advisor to multiple teams an executed sub-projects supporting five major Lean Process Transformation initiatives worldwide. Facilitated Kaizen events, managed Lean programs, and oversaw change management, strategic planning, culture change, performance management and business systems automation.*Delivered a five-day reduction in the global close cycle.*Spearheaded the global deployment of Oracle, Hyperion, Master Data and Analytics solutions.*Innovated and implemented a Center of Excellence Strategy for Business Process Management and Change Management.

Advanced from Director of Finance Operations to Director of North American Plant Accounting in two years at this leading manufacturer of batteries.2013 to 2014: Director of North American Plant Accounting (St. Louis, MO)Oversaw accounting operations for 13 plants in North America representing $1.7B in CGS. Responsible for monthly closing, variance reporting, fixed asset accounting, Inventory control and reporting, SOX compliance, Payroll, R&D accounting and Operations financial systems support.*Reduced costs by 55% without compromising the level of service by reorganizing the Finance Operations teams from plant-level generalists into three core areas for Controllership, Costing, and Finance. Also consolidated fixed asset reporting to eliminate three position.*Accelerated the close process while lowering fiduciary risk by implementing the BLACKLINE software application.*Leveraged a combination of Kaizen events, Lean principles, and business process redesign tools to redesign key closing processes.*Designed and deployed a standard fiduciary framework for all facilities to minimize risk.

Managed corporate finance for the $1B Playtex Operations Group, with accountability for strategic planning, plant controllership, new product development costing, strategic analytics, budgeting, standard setting, financial forecasting and reporting as well as capital project assessment and reporting. *Secured gains in efficiency, transparency, and accountability, revolutionizing the Finance Group through a continuous improvement program based on Lean principles and business process management (BPM) methodologies, impacting 17 employees in three locations.*Successfully reduced the close cycle from seven days to three days while boosting forecast accuracy to 100%.*Innovated cost structure analysis models that identified $5M in potential savings opportunities.

Responsible for driving business excellence throughout the organization. Manage PMO and business process management groups, shepard projects through the IT governance process. Created and communicated IT Strategy. Utilize PMbok, BPM, Lean, Six Sigma techniques to facilitate projects and process improvements.•Implemented a Continuous Improvement program that saved $500,000 in 6 weeks and $2 million on an annual basis. •Directed projects contributing to a $20 million cost structure reduction over two years•Developed and implemented company-wide Lean training and facilitation modules for business process improvement/design efforts, delivering improvements in AP, forecasting, bid proposal process, customer service, quality, marketing & NPD.

Handled financial management, costing, AP, financial analysis, budgeting, capital project evaluation, forecasting and inventroy control. Championed Lean manufacturing initiatives. Trained employees on Lean manufacturing principles. Established kaizens, steer committee and local consortium. Implemented Visual production management software package.

Set the strategic course for the organization.

Directed treasury, budgeting, audit, tax, accounting, long range forecasting, financial reporting, strategic planning, costing, human resources, IT and insurance/risk management activities for the organization. Created pricing models and procedures. Implemented quotation software system. Developed financial budgeting procedures and forecasting models. Created and implemented strategic planning process. Implemented work flow software application for faster quotation and improved oversight.•Improved inventory accuracy and slashed variances by 50% with bar coding system for inventory and batch lot control.•Cut audit fees by 50% by altering audit procedures. •Garnered $250,000 in annual savings by freezing defined benefit pension plan.•Improved margins by 50% and maintained competitiveness by establishing Mexican production; saved $1 million annually.•Increased margins by five points by re-designing quotation process and implementing new pricing models and procedures. •Reduced order processing time from 20 days to 3 days using Lean office methodologies.•Managed lean methodologies project, transforming job shop to one piece flow.

Managed finance, IT, HR, operations planning, MIS, and purchasing for struggling division of Fortune 100 company. Created and implemented strategic planning process and sales planning.•Led financial turnaround contributing to achievement of 17% ROI and 30% growth.•Effected 10% margins increase through development of quoting template and project estimating tools. •Reduced inventories by 25% and material CGS by 10% due to improved supply chain practices.•Implemented S&OP process improving on time delivery by 100%

Rapidly growing $70 million Japanese American Joint Venture start up company manufacturing high tech welding and material handling robotic systems. Responsible for classical financial management functions and complex capital goods sales, leases, and cash management. Established and managed all accounting functions and procedures.

$700M refrigeration compressor manufacturer. Subsidiary of Emerson Electric Company. Supervised fixed assets and corporate financial consolidations. Accountable for all taxes, including income, franchise, sales and personal property.

Direct responsibility for manufacturing, banking and government audit engagements.