Market leader in residential plumbing, A/C, electrical and other home services•Directed ERP conversion of five companies from QuickBooks to NetSuite•Improved business processes including account reconciliation, work order resolution, and payroll

A $1.0 billion leader in aviation services.Reporting to the President and leading a staff of eighteen, providing effective control of accounting and financial systems and processes.•Hired financial staff of eighteen for successful start-up of new facility in Houston after move from New York.

A $1.5 billion market leader in printing and supply-chain management solutions. Providing decision support, planning, and control for North America including manufacturing sites in Texas, California, Wisconsin, and Mexico. Supporting group finance initiatives in North America, EMEA, and Asia. Reporting to the VP Finance and leading a staff of 13. •Provided financial analysis and support for global site rationalization strategies including relocation of production capacity for a major customer to lower cost geos in Latin America, Eastern Europe and Asia providing significant cost reductions and a platform for future new business opportunities.•Established research and analysis teams to support customer pricing and profitability assessments and to evaluate global business development initiatives resulting in new business opportunities in North America exceeding 25% of prior year sales.•Designed, implemented, and managed the SOX process to transform SOX from “checking for compliance” to “the way we do our business” achieving no major deficiencies since section 404 testing began. •Implemented shared services for North America accounting processes, establishing a 3-day close while reducing headcount by 25%.

A privately held $1 billion manufacturer of commercial and residential roofing products.Tasked with the financial management of six manufacturing facilities in the newly-formed $200M Western region. Reported to the CFO and managed 15 direct reports. •Doubled profitability of the felt paper business through consolidation of production facilities, reduction of SG&A expenses, and improved yield on raw materials.•Restructured and downsized financial organization by 30%, saving $350,000 annually, while increasing effectiveness at all levels. •Established regional accounts payable processing center resulting in headcount reduction and improved supplier relationships.•Resolved $250K internal control issue and established controls and procedures to dramatically reduce exposure to unexpected accounting adjustments.

A privately held $250 million manufacturer of energy absorbing polymers and personal protection products. Hired to lead ERP system re-implementation, and provide financial leadership for the division and two manufacturing sites. Reported to the VP/General Manager; led 10 direct reports at this $50M unit. •Directed SAP “Go Forward” plan, providing leadership and project management skills to address training, system documentation, and business process re-engineering. •Secured over $1 million annual cost reduction opportunity and future new product development initiatives by driving the completion of a $5 million capital project.

A $1.5 billion manufacturer of contact lenses, sunglasses, and other medical devices. Joined the $180 million manufacturer of RayBan sunglasses with the challenge to improve systems, controls, and financial reporting, while driving cost reduction opportunities at the newly opened manufacturing and distribution facility. Reported to the General Manager, leading a staff of 15. •Implemented real time reporting systems contributing to a standard cost reduction of 13.6%, and performance improvements in schedule, inventory, and quality exceeding 40%.•Team facilitated the Management by Fact problem solving process, enabler to improved business processes, resulting in greater productivity and scrap improvements exceeding 35%.

A $60 million global manufacturer of automotive service equipment.Directing all accounting functions for the division with locations in Canada, France, Germany, Ireland, Mexico, and the US. Reported to the VP Finance. Staff of 11. •Partnered with manufacturing to lead “Operation Genesis” initiative improving throughput rate, lead times, value add, on-time deliveries, operating expense, and inventories--reducing cost by 30%. •Conducted a “make versus buy” analysis of in-house sub-assembly operations leading to the establishment of a maquiladora in Juarez, Mexico, reducing sub-assembly cost by 25%.