Hands-on executive leading both growth and distressed companies through challenging economic scenarios and ownership transitions. Focused on "professionalizing" / modernizing the business operating model and the management and process foundation (often leveraging Lean and Six Sigma techniques) to enable go-forward profitability and growth. Global perspective via experience with international clients and 5 years as an expatriate in developing economies. Cross-industry experience, including Cosmetics and Personal Care requiring FDA, OTC, and/or GMP site certifications. Examples (with metrics) of value added during numerous roles are included in my attached Executive Profile PDF.- Interim CEO - Metals Processing - Operations, Sales and Financial Turnaround- Interim Executive & Tactical Advisor - Scaling Finance and Operations Without Headcount - Tech and Manufacturing Industries- Strategic Growth Programs - Project Management Framework and Leadership – Clinical Health Care (80+ sites)- Strategic Advisor - Selection and Implementation of Enabling Technologies "Digitizing Manual Processes" - Multiple Industries- Interim COO / CFO and Transition Leader - Manufacturing & Distribution, Health & Beauty, Service and Transportation Industries, GMP / FDA / OTC- Plant Wind-Down Executive - Glass Industry- Board Appointed Turnaround Executive - Metal Coating Industry- Performance Management Consultant - Wearable Technology Industry- Financial Close Cycle Time Improvement - Multiple Industries- Design & Implementation of Performance Management via Operational Metrics - Multiple Industries

Interim Executive / Leadership for Middle Market, Private Equity Portfolio Companies- Interim COO - Management Development, Performance Management and Performance Improvement for a $100M manufacturer of satellite terminal solutions. Drove creation of a “bottoms up” budget that identified numerous strategic and operational cost and accountability issues. Established accountability and financial improvement through fact / data based reporting and hands on management. EBITDA impacts leveraging Lean and Six Sigma techniques included: (1) Reduced scrap and rework by 50% (~$50k monthly impact) and 58% respectively (2) Reduced monthly OT hours by 75% (>$100k monthly impact) (3) Increased plant efficiency by 17% (including improving paint efficiency by 110% and improving one assembly line’s efficiency by 42% while cutting its labor cost by $0.5M / yr)- Cost reduction assessment and execution for a $200M manufacturer - identified $4M of annualized savings, led creation of accountability and budget control by establishing budget to actual process focused on BU profitability management. Led execution on 5 high impact areas that achieved $260k of 2013 savings ($700k annualized) within two months (inventory, ordering and usage controls for pallets, corrugate, and consumables)- Turnaround lead for a $90M defense contractor - initiated support by evaluating and rebuilding sales forecast and removing improbable opps, helping P/E investors understand true revenue outlook. Led joint team in acceleration of closure of remote plants and staff reductions to align with the forecast. Team further focused on establishing standard work on production lines, impacting margin on core products which had been running at rates of twice the budgeted cost.

Focused on helping pre-IPO, newly public and middle market ($200M to $5B) growth companies leverage leading practices established by the Fortune 500. Responsible for leading Finance Process Optimization Services in the West Region and Close-Consolidate-Report Solutions Nationally.Envisioned and implemented an approach for identifying, quantifying and reducing manual effort in finance by focusing on the key risks and core drivers of manual effort in finance operations. Envisioned and implemented a process for developing thought leadership and regularly delivering live seminars on the “Back to the Basics” theme. In parallel with the development of collateral, established a national team of specialists that worked together to design and roll-out pragmatic solution approaches that are helping organizations realize tangible benefits, such as:– Reducing reconciliation workload by 50%+ by replacing spreadsheets with a "cloud" based reconciliation application – Reduction of 18%+ of the annual close process workload by aligning the frequency of reconciliations with the risk of each account– Reducing the close cycle time from 30+ days to 8-10 days by analyzing and governing the process through a detailed close activity checklist and dashboard– 25% reduction in the number of close activities by identifying and eliminating duplicative and non-value adding tasks– Reduction of 1 day of an assistant controller’s workload during the critical 8 days of their close by delegating down lower risk, lower complexity tasks

Focused initially on recruiting, apprentice style training, and developing project execution capabilities. Leveraged int'l experience, large project mgmt skills, knowledge of enabling software and understanding of issues underlying major restatements to drive value at numerous “at risk” organizations. Long known as a crisis manager that can help “bring order to chaos”, became further respected for pragmatic approaches for diagnosing Finance and developing tactical solution approaches. Client value delivered included:- ERP Readiness for Finance at the world’s largest privately held company. Primary focus was on a complex data model that considered 12+ primary platforms and thousands of BUs. Follow on efforts focused on reduction of spreadsheets used to collect and consolidate data.- Design and implementation of a financial reconciliation system for a $16B, 100 location contract manufacturer. Ultimately this process was patented by the company, and implementation of the system enabled the accurate and timely reconciliation of over 20,000 accounts, eliminating a long standing material weakness.- Prepared for and drove a multi-day global finance workshop for 200 attendees for a leading innovator in personal computers and consumer products. Worked with finance leadership to encapsulate the findings into strategic improvement roadmap that the organization continues to follow today.In addition to generation of client value, played a leading role in the development of the firm: formally recognized as a “Significant Contributor” by the National MD of Strategy & Operations in 2006 and as a finalist for Global Knowledge Sharing in 2007 for initiatives such as:- Creation of the Bay Area Senior Manager Network - leadership and development training for 80+ Senior Managers - Establishment of “FM Radio” and “The Journal Club” - national knowledge sharing / collaboration sessions resulting in improved “connectivity”, morale, and “solution repeatability.”

Played a leading role in development of the San Francisco Bay Area CFO Advisory Services team. Built initial capabilities by focusing on process / finance function diagnostics at growth companies, which led into larger transformation engagements at global companies.In the business environment leading into the enactment of the Sarbanes Oxley act, co-developed an approach to assess the entity level controls at an organization that was under investigation by the SEC and the DOJ. When SoX was enacted, was selected to leverage this approach to scope and lead one of the firm's first (and largest) engagements for an early adopter of SoX. Refined this methodology / approach during this test case and supported other sales and engagementteams in rolling out KPMG's preliminary SoX methodology.Co-led development and publication of KPMG's "Rapid Close" Point of View in 2003, in collaboration with experts across the U.S. and with KPMG's CFO Advisory leadership on the East Coast.

Leveraged international education and experience in playing a leading role in the creation of a consulting business - going from greenfield to realization of sustained revenues of $4M+. Clients included western multinationals and Russian national enterprises and spanned multiple regions of Russia. Recruited and trained Russians educated at Western MBA programs and developed team into a regionally recognized center of excellence in World Class Finance.As the market for professional services was redefined after 1998's banking collapse, implemented a Strategic Framework with Business Plans, Key Accounts & Targets, and Action Plans which established a new performance management structure for KPMG Russia.Served as EMEA Region Director for KPMG International's Performance Improvement Methodology. Organized a virtual team of 24 specialist from 15 European offices in the redesign of the methodology and case study training. Trained 500+ consultants and clients in over 10 countries in the application of key tools and techniques associated with business transformation and change management.

Transitioned from the Audit and Advisory practice into the Consulting Group to develop specialization in enterprise scale business transformation projects in a variety of industries. Developed the ability to integrate financial and process needs with the capabilities of the technical solutions. Significant projects included:* Led the business functionality teams in US and Canada for a PeopleSoft 6 implementation for an insurance services provider. Developed a data collection model and an implementation approach that helped the company transition off legacy systems.* As part of an enterprise-wide re-engineering for a leading healthcare provider, played a leading role in the implementation of a 600+ user FileNet workflow & imaging system.* Part of an international team on a business restructuring diagnostic of a strategic automotive enterprise in Tatarstan, Russia. In addition a cost reduction assessment, drafted a roadmap for short, medium and long term improvements to information management (transition from an outdated, unreliable Soviet mainframe system to a PC based, client-server model and application of MRP concepts).

Process / systems reviews & financial audit engagements. Played a leading role in the development of a Restaurant Audit Services Group. Included authoring articles on Point-of-Sale System selection and an annual Survey on Restaurant Accounting for the National Restaurant Association.Developed a reputation for ability to identify significant issues, corresponding adjustments, and recommendations regarding how to reduce risk by improving underlying controls and processes. Client impacts included:* ID of $60M+ of unclaimed price protection for a PC distributor. Identified the issue, worked with the client to redesign the policy, process and reporting and to negotiate / collect the unclaimed funds, despite contract expiration. * At a manufacturer of polypropylene products, identified $2M+ of fraud hidden via adjustments to standard costs and variances. Attention to detail and persistence in understanding why standards were regularly being adjusted uncovered the risk and ultimately the fraud.