Joined DS Smith with the mission to establish a Financial Strategy and stabilize people, processes, and systems across the organization. Navigated the COVID era successfully delivering an EBITA improvement of over 330%.• Built a best in class team – Restructured a Team of 90+ across Finance, Accounting, IT, Commercial, and Cost Accounting, successfully upgrading, upskilling, or reassigning positions to maximize output and improve internal customer satisfaction by 24% while holding costs flat.• Established Turn Around plan to focus on core business saving $28M annually including divesting two plants and completing a forensic review of 2 plants, stopping more than $6M annual losses.• Scaled back productions at three plants into fewer, more productive shifts, while combining the operations of two plants into one, reducing losses by $1M/Quarter.• Commercial – Created a commercial department founded on market intelligence and quality costing models to improve churn, maximize profitability, and generate an additional $4.5M/year.• Transitioned Accounting functions from local plants to a single corporate function achieving a 3 day close, down from an average of 7 while increasing accuracy over 600%.• Systems Rollout – Led the rollout of 5 commercial systems, a new FP&A system, and Co-Led the rollout of both an ERP and MRP system.• Generated first monthly profit in North America 8 months after the pandemic started.• Established standard processes for Forecasting, Budgeting, Working Capital, collections, customer communications, and Key Performance Indicators.• Reduced outstanding receivables $9.5M by reviewing each key customer account and resolving issues; implemented weekly process to keep receivables low.

Selected by CEO to develop a new Commercial Finance (Deal’s Desk) department. Led a two year initiative from conception to maturity, establishing process to manage all sales opportunities. Developed intercompany policies and global approval matrices, while also creating standardized list pricing and commercial packages.• Developed financials and led presentations to C-Suite officers for over 100 deals annually while generating $2B in backlog value by processing 600 opportunities.• Created annual savings of $2.7M while reducing processing time of budgetary quotes by 91% through the implementation of a Configure Price Quote (CPQ) system.• Increased EBITDA by 8% by developing a pricing center of excellence (COE).• Presented final recommendations to the Global C-Suite Executives after leading Americas regional effort for L+G to be divested from Toshiba as either an IPO or PE sale. Interfaced with Morgan Stanley and UBS regularly in completion of the IPO to take L+G public.• Established revenue recognition policies and developed pricing and discount models; supported customer negotiations to maximize new business while protecting key accounts.• Performed as subject matter expert (SME) for all business terms and conditions in contracts.

Targeted by Regional CFO to join L+G (Toshiba) and lead the financial consolidation of three distinct companies. Repeated process through two additional acquisitions. As the region stabilized, maintained P&L ownership of $1B revenue / $400M gross profit / $120M CapEx encompassing all of North America. • Reduced expenses $14M annually and exceeded EBIT target each year through prioritizing higher margin shipments and identifying opportunities to reduce internal expenses including revamping depreciation and three warranty and subcontractor policies.• Created cash flow management process for six legal entities to ensure coverage of inconsistent inflows, outflows, and foreign currency hedges over the course of each month.• Condensed production time 67% by redesigning and then leading annual budget each year. • Managed a team of 13 financial managers/analysts; partner to six Operations VPs. Oversaw financials of 400 customers across 20+ countries, 30 full P&Ls, and eight internal departments while also directing plant financials including inventory management, working capital, and MPV/PPV.• Led evaluation to purchase our largest competitor in 2016, and successfully persuaded C-Suite team against purchase due to competitive bidder overreaching.• Led three annual audits including transition between two audit firms; recognized by Global Controller as “a thorough and knowledgeable partner, key to our success.”• Identified accounting errors and, through forensic accounting, uncovered illegal kickbacks. • One of 25 employees selected to 2016 Toshiba Hercules Council to define 5 year strategy.