Responsible for Global Fixed Assets with over $1b in annual capital expenditures. Oversaw monthly financial reporting, year-end reporting, balance sheet management and control integrity. Worked on many new initiatives that will enhance the entire fixed asset process worldwide to include capital budgeting and forecasting, strategic spending by business unit, average returns on capital and post completion audits.

Responsible for five business units in four different countries, including two joint ventures with ADM and DuPont, with $3,000,000,0000 in annual revenue. Oversaw monthly financial reporting, year-end reporting, balance sheet management, and control integrity. Contributed to analyzing new business opportunities, including new markets and potential partners, working closely with engineers on detailed capital and cost projections, as well as other disciplines. Restructured plant accounting operations to drive consistency and efficiency between plants.

Managed largest business unit within company. Contributed to major business expansion team with capital spend of $500,000,000. Changed focus of management team to product profitability. Responsible for annual budget process as well as forecasting five times throughout year, with discussion set around current status and future vision of where both groups wanted to go from growth and people perspective, as well as immediate actions to help achieve short-term goals. Oversaw annual five-year financial projection, which matched division's five-year strategy plan. Worked closely with PWC on annual year-end audit, developing new processes alongside PWC to stay up-to-date on latest accounting changes. Changed focus of management from strictly contribution margin by product to profitability by product. Implemented process to track customer profitability within product group. Served progressive role in getting accounting team members new career opportunities to enhance knowledge of business.

Oversaw Blair Greenfield site, with responsibility for construction of administration building, information systems and communication set-up, hiring and training accounting personnel, construction accounting, and community relations during first two years. Responsible for site capital expenditures of $1,000,000,000. Accountable for site-wide accounting activities, which included three joint ventures. Sold state ethanol credits, coordinated year-end and internal audits, as well as managed people development. Hired new people, which included finance and non-finance people, training on company systems. Oversaw engineering, purchasing, customer service, and corn procurement. Completed internal control training for site-wide management team. Established contribution committee for local site. Worked closely with state officials to develop automated process to collect state sales and use tax. Started invoice-less accounts payable process. Implemented self-directed work team management concept. Responsible for local community relations. Earned Cargill Volunteer of the Year award for work with local youth.

Oversaw division-wide financial reporting to corporate, year-end external audit, internal and government audits, driving consistency across corn milling plants. Served as liaison with corporate business units. Acted as team leader for successful general ledger conversion. Developed mini-audit program, self-assessing operations. Started mentor/trainee program. Worked closely with IS/IT group to develop system to optimize plant production. Achieved outcome to audit from Korea. Responsible for four sites in one of biggest divisions.