Overall responsibility for Accounting, Finance, HR, and Administrative functions of this manufacturer of Dump Trailers.-Strategic review of product lines to improve margins through pricing and cost reduction projects which yielded a 10% profit improvement.-Lead Union contract review, providing a matrix of changes that would support quality, cost, and delivery objectives. The proposals were accepted during negotiations.-Completed RFQ on entire employee benefit package resulting in improved coverage and lower cost to plan participants.

As a Financial business partner to VP/GM of Frymaster LLC, I was recruited to lead the Finance and Accounting function of this operating company within the Food Service division with revenues of approximately $200M. Design and manufacture of industry leading brand of fryers, water bath cooking, and holding cabinets for commercial use by major restaurant chains worldwide.• Lead efforts to identify and implement process improvement and cost reduction projects improving earnings by $400k.• Small group team to prepare Strategic Plan to reinvigorate product offerings and cost structure over the next five years resulting in improved earnings potential.• Prepared 2014 Operating Plan based on Strategic Plan and corporate guidance to deliver a balance of earnings and investment to achieve new product roadmap.

Financial business partner to VP of Equipment Services, NA, Aerial Work Platforms division. Established the first service oriented business with refurbishment, repair, and inspection as separate product lines in North America.• Actively participated in acquisition of two refurbishment facilities and integrated reporting into Terex’s Hyperion consolidation.• Integrated 14 Service Centers (from a separate Terex entity) and newly acquired refurbishment sites to form the nucleus of Service infrastructure.• Increased revenue from $40M to $80M over 3.5 years (CAGR 22%).• Improved Operating Profit from 2% to approximately 15% (2012).

Responsible to lead this segment of Terex, a worldwide producer of construction equipment with sales of $5B. Implemented SOX requirements, focused on improving revenue recognition, credit approval and segregation of duties, resulting in significant improved cash collection and tighten AP controls for reliable cash control. Completed analysis and implementation of new procedures, which remediated an out-of-balance situation, that existed on inter-company loan accounts back to the acquisition date. Migrated Sales, Credit, and Collection activities to new division to centralize activity and improve coverage. Assisted in the implementation of Lean concepts. Selected to participate in two-week Lean Study Group.• Awarded MVP honors for team leadership at final study presentation.

Recruited to lead the financial function for the Americas of this worldwide producer of conveyor belting with global sales of $200M. Successfully integrated four separate reporting entities into a single, highly functional system, expediting management and corporate (UK) financial reporting.• Provided Acquisition support, resulting in improved inventory valuation and a 75% reduction of inventory variances at acquired facility.• Key role in implementation of financial integration and strategic plans to centralize sales, marketing, ERP, manufacturing and financial reporting, resulting in superior cost control, consistent standard cost, and improved inventory control.

Promoted to this position to lead the financial and business review of acquisition candidates for this producer of component products for office furniture, electronic/mechanical enclosures and recreational vehicles following a successful public offering. Major focus included identification and classification of acquisition targets, based on market and valuation metrics, drafting of definitive agreements, ancillary contracts and due diligence of acquisition.• Successful acquisitions, completing four transactions that increased revenues over 100% .• Identified, defined, and monitored the value of synergies and cost reductions ($1.2M) related to purchase of a Dutch firm.• Designed, procured, and implemented electronic communication solution for seven locations throughout North America. Developed introduction of email/internet use policy and software training for entire corporation.

Key management role involved in increasing sales growth and industry operating margins. Provided leadership and review of financial, operational, and tax reporting. Major focus was annual strategic and financial planning process that recognized key performance objectives for business. In addition, responsible for internal control, audit, and information technology areas.• Reduced financial closing cycle to two days (from five) without interruption of operations.• Led a successful public offering of accounting and financial information, which was sold out within two weeks.