• Quickly identified accounting inaccuracies and communicated the need and a blueprint for a radical restructuring effort to the Board within three weeks of hiring• Crafted plan to get near term support from key customers and PE sponsor to address near term liquidity and restructure the business. Pitched plan to key customers, generating over $40 million in liquidity• Led efforts to correct inaccurate financials stemming from a failed and over ambitious ERP implementation that launched in 2022 in the Wixom facilities. A separate ERP for the Howell sites further exacerbated challenges to reporting accurate financial results. Commenced efforts to simplify existing ERPs and move both locations to one common system by the beginning of 2025• Developed the organization by adding valuable management review, including a new weekly sales review, cash spending review, inventory and scrap improvement meeting, and a purchasing cost reduction review.• Restructured business, including closing two plants in Wixom and removing a shift in Howell. Reduced hourly headcount by 25% and salaried by 15%• Worked down backlog with customers, drove down premium freight by 95%,overtime by 75%, and lowered scrap and sorting costs by over 40%. Improvement in operations and restructuring actions resulted in narrowing monthly losses by 2/3 largely by driving over $20 million in year-over-year cost reductions• Worked with lender and customers to get a forbearance agreement, near term surcharges for liquidity, and accommodation agreements in place to continue operations pending completion of a Viability Plan • Commenced Execution of Viability Plan that makes Tribar competitive by further improving cost but provides enough revenue generation to compensate for years of wage, material, and other inflationary impacts. Plan further considers capital structure discussions with Lender and Private Equity sponsor

• Responsible for operations of 7 global manufacturing facilities and four distribution hubs in the $1.4 billion Laboratory Equipment Business Unit• Led team of 35 finance professionals in the U.S., Germany, and France with dotted line reports in China• In early tenure improved Inventory forecasting process to be more physical units based and aligned with the SIOP process and created vision for profit forecast to be better aligned with SIOP, more physicals based, and more capable to account for balance sheets impacts of inventory• Created trade off model to assess air vs. sea shipment cost vs. inventory carrying charge • Initiated productivity enhancements like: better aligning production and staffing to falling demand in key products, chargeback of production related losses to suppliers with poor incoming parts quality, and better utilization of competitive product tear-downs to drive design cost reductions

•. Proposed and created all new finance organization to better align support to core Engineering and Supply Chain operating teams• Staffed and trained new team of over ninety finance professionals in the United States, Mexico, Germany, UK, Hungary, and India. Team was aligned with Engineering and Supply Chain counterparts for Underbody commodities representing nearly $20 billion in total material cost annually• Orchestrated establishment affordable future model targets with over 8% efficiencies and spearheaded execution of nearly $500 million of annual material cost reductions on existing production• Established Post Program Approval team in India to manage execution of program and delivery of material cost, tooling, and engineering from Board approval to J1 leading significant low-cost country savings and automation efficiencies• Drove lower cost by helping operating team realize complexity reduction and other scale related opportunities, providing benchmark analytics data, driving roadmap identification and execution, and tough choices decisions• Collaborated with Underbody Global Engineering and Supply Chain Directors, becoming a trusted member and true business partner in helping achieve deliver challenging cost targets• Awarded Top Achiever performance appraisal during role for being in the top 15% of my global peer group

• Responsible for Ford's portfolio of future Trucks and SUVS representing over $20 billion in annual sales• Managed team of 50 finance professionals in setting affordable spending and cost targets, analyzing business cases, driving cost and investment reductions, and measuring program team's performance against targets• Controlled all facets of vehicle line business from Marketing and Sales, Supply Chain, Manufacturing, and Engineering to ensure a viable proposition contributing positively to corporate results• Briefed CFO and Corporate Controller prior to Board of Directors approvals• Spearheaded dissolution of the Blue Diamond (Ford/Navistar Medium Truck) Joint Venture, ensuring Ford was treated fairly according to agreements and an orderly wind down of operations• Directed personnel planning for all of NA Product Development Finance, represented function in the Global Finance Personnel Development Committee• Awarded Top Achiever performance appraisal during role for being in the top 15% of my global peer group

• Drove achievement of nearly billion-dollar annual design and commercial material cost reductions• Guided team in development of five-year commodity business plans, including development of cost reduction, sourcing, and technology strategies• Acted as a business partner to Purchasing colleagues and assisted in cost reduction initiatives• Created and globally disseminated a new target setting methodology to use in early stages of product programs • Awarded Top Achiever performance appraisal during role for being in the top 15% of my global peer group

• Spearheaded development and presentation of North American monthly Profit and Cash Forecast, annual Budget, and quarterly Business Plan - a $60 billion in sales business unit• Consolidated forecast and business plan inputs and key physical drivers from all functional areas• Assessed risks and opportunities to highlight senior management areas of focus• Devised profit and cash flow recovery plans with associated KPIs and secured functional alignment• Presented forecast and business plan to President and Controller, North America• Crafted message for quarterly Earnings Announcement and SEC 10K filing• Contributed to development of the "Way Forward" plan allowing Ford to navigate through the Great Recession while being poised for growth as the economy improved• Awarded Top Achiever performance appraisal during role for being in the top 15% of my global peer group

• O• Oversaw Profit and Financial Analysis for $5 billion publicly listed JV in Turkey• Created Marketing and Sales, Manufacturing, Internal Control, and Ford Customer Service Division Controllers Offices• Presented Financial Performance to JV Board• Constructed and administered JV Agreements• Drove development of Hyperion based profit forecast and business planning tool providing actual and forecasted profit by vehicle line, import and export, and plant• Led development and JV Board of Directors approval of new products and capacity expansions for export and local markets• Drove Purchasing, Engineering, and Manufacturing efficiency initiatives resulting in over a hundred million dollars in annual cost reductions• Oversaw Capital Spending, including forecasting, prioritization, and business case analysis for nearly $500 million in annual product, manufacturing, infrastructure, and IT related investments

• Directed a team of Financial Analysts, Accountants, and IT professionals as the CFO of a $100 million local market manufacturing and sales affiliate in Vietnam• Guided manufacturing finance, marketing and sales finance, product development finance, profit reporting, treasury, accounting, internal controls, audit, and IT functions• Orchestrated growth and development of young team in a greenfield site• Guided cross functional initiative to identify new product and component sources resulting in a quadrupling of product line and a tenfold increase in sales• Orchestrated turn around of a cash strapped company in crisis to a highly profitable organization with over 15% ROS• Elected Vice Chair of the American Chamber of Commerce, Hanoi• Crafted Automotive Industry Development position paper and presented to Ministry of Industry and other government bodies