In charge of global financial reporting and analysis with strong support to the executive leadership team.

 In charge of the global operational financial analysis reporting to executive leadership with strong support to the EVP of operations, plant management, and supply chain leadership.

 In charge of the Americas financial planning and analysis and reporting to executive leadership with strong support to the general manager of the America’s and commercial finance. Responsible for all reporting and analysis for month end, forecasts and budgets for the Americas and report out to executive leadership.

 In charge of the year-end consolidated audit including the preparation of financial statements and notes. Work closely with foreign operations in Europe and Asia to consolidate financial results.

 In charge of the worldwide budgeting process as well as a key member in the three year strategic planning process. Saved 200K by consolidating North America accounts payable, accounts receivable, and payroll. Oversaw all areas of finance and responsible for all reporting and analysis in our Camas and Oklahoma City operations

-Financial statement reporting-Preparing budgets and forecasts-All facets of the general ledger-Cash management-Supervision of the accounting department -All audits-Setting up metrics with managers to achieve the desired results-Financial analysis -Pricing-Regulatory compliance-Cost reductions-Internal controls-Participated in the organization and implementation of a lean event on one of our product lines resulting in a five day lead time reduction, 30% reduction in inventory and $50,000 overhead reduction.-Modeled, presented to the board of directors and worked closely with the vice president of manufacturing on moving two product lines to our New Hampshire facility resulting in a $500K per year increase in EBITDA.-Spearheaded the implementation of process improvements in the finance department that has resulted in a 20% departmental cost reduction.-Worked with product management and operations to increase an $18M product line from a 5% EBITDA to 13% in one year through strategic price increases and operational improvements.-Led kaizen team that achieved a 50% error rate reduction in our accounts payable matching process. -Worked with R&D and product management to develop the measurements for the company’s new product development process.-Reduced monthly closing cycle by two days by improving the bottleneck processes.