Member of senior executive team developing and implementing overall enterprise strategy with full oversight for corporate finance, accounting, human resources, IT, operations, customer service, warranty, sales, marketing and legal. I lead, coach and develop a VP, director and manager level leadership team in IT, finance, systems, operations and engineering, as well as external vendors and resources as needed. I am accountable for developing enterprise strategic direction, including building company processes, systems, IT infrastructure, goals, reporting and internal controls, while leading enterprise initiatives and process improvements. In addition, I support business development and lead key sales negotiations with distributors and wholesalers. As a team, we have successfully optimized team and financial resources through upgrading talent, launching IT systems and developing standardized processes, reports, automation tools and metrics to improve enterprise operations, scale manufacturing and establish infrastructure to support five-year growth forecasts of $200 million annually. I led successful negotiations of multimillion dollar contracts with Google and PayPal, as well as contract manufacturer and third-party logistics and warehouse providers, where we have established product in 200+ dealers in the U.S. and Europe with 20% sales DTC via ecommerce platforms. I have sourced, secured and directed customization/deployment of various IT systems and platforms, including new Shopify website, payroll solution, sales tax software to improve compliance and new websites to connect eBikes to Google Cloud.

Following company acquisition, I served as a member of the senior leadership team to launch all company operations and infrastructure, including delivering strategic planning, oversight and financial governance across sales, marketing, operations and headcount. I developed, launched and evaluated strategic top line growth initiatives, as well as improved metrics, controls and forecasting to maximize profitability and cash flow. I led development of growth plans, as well as new business models, systems and product/service offerings. The company grew from startup with only a prototype to first production in December, 2020 and first delivery to dealers in March, 2021: delivered $70 million+ in gross revenue in first two years. As a member of a small startup team, I held various responsibilities, including building processes, systems, IT infrastructure, goals, reporting and internal controls, as well as leading negotiations and securing agreements for banking, online marketing, ecommerce platforms, software, credit card processing, lending and suppliers/vendors. I developed and launched operational, financial and sales reporting to drive controls across strategic planning, customer/market rationalization, pricing, target marketing, staff evaluation, contract evaluation and inventory planning, while holding executive oversight for financial and statutory requirements across accounting, business planning, budgets, audits, banking, debt, cash management, risk, compliance, reporting and contract negotiations.

Selected by CFO for a specialized product development team to lead Harley-Davison’s expansion into eBikes from concept, where I partnered with a team of engineers, supply base and sales resources as finance SME overseeing project financials, including P&L, costing, marketing & sales spend, tooling & component costs and supply chain evaluation to develop new eBike product and division for Harley-Davidson.I led all areas of project financials and was instrumental in developing internal business case to secure corporate approval to launch standalone division. I delivered financial guidance and strategic steering across all areas of divisional startup, including dealer commissions, ecommerce marketing agency evaluations, pricing, contract manufacturing, vendor evaluation, etc. I built division-specific P&L, financial systems, models, accounting flows, tax requirements and forecasts and negotiated contracts/agreements with suppliers, agencies, contract manufacturers, 3PLs, etc.

Conducted financial analysis and costing of new vehicles in development, partnering with engineers to analyze all product costs and analyzed alternative parts and components based on cost, quality, reliability and scalability. Led critical project to reengineer depreciation accrual process and developed new capital assets tool via building an extensive MS Excel spreadsheet utilizing data exports from SAP, which automated 15,000+ lines of data. Successful project eliminating a manual, inaccurate process for capital spend budget, which significantly reduced year-end audit risk and improved forecasting accuracy of depreciation budget.

Finance business partner to General Sales Managers and Field Marketing Managers in an eight state region. Assisted in developing annual marketing and sales budgets, including sales incentives, local sponsorships, multi-year alliance contracts, POS and T&E expenses. Provided financial analysis and data insights to support sales strategy development. Developed macros in Excel to create an automated budget tracker which displayed variances between actual expense and budgeted expense, significantly improving spend forecasting and eliminating manual process.

Responsible for month-end financial processing, including accruals, inventory adjustments, reserve adjustments, balance sheet reconciliations and financial variance explanations. Led production data analysis. Partnered with packaging leaders to create annual budget. Worked on production floor monthly to build partnerships with production teams. Developed and launched new process to verify purchase orders at month-end close, leveraging existing tool within SAP, which improved accuracy to 100% and eliminated year-end audit risk. Process identified as a best practice and implemented at all eight breweries nationally.

Automated processes in Excel and SAP, which were instrumental in reducing working capital balance.

Created, collected and maintained Estimate Tracker used by all project managers for estimate submissions. Developed multiple worksheets improving project manager productivity, via reducing manual manipulation of data.

Partnered with Master Data team to execute new customer information verification process into both SAP and BELETK systems. Combined reports from SAP and BELTEK to create commission reports used by the payroll resources.

• Oversaw the daily logistics of 20 transportation companies, monitored 150 loads per day on average• Established relationships with major customers’ management personnel including: Wendy’s, Arby’s, Burger King, Panda Express and Steak & Shake• Worked in unison with management by dissecting problems, evaluating solutions, and implementing proper strategies