Finance partner to the CCO and the Global Commercial Organization including sales, marketing, field services, and lab ops. Commercial FP&A. Oversee commissions computation and accruals.

Intentionally ended an 8-year tenure at my prior employer to immerse myself in a new culture & language

Led a strategic-focused finance team that played an influential role in executive partnership & decision support, global planning & analytics, gross margin, cost savings, process improvements, and key controls enhancement• Remotely assembled and managed a highly engaged, 4-person finance team in a fast-paced environment; achieved top leadership survey scores, exceeding the company average by 15%• As finance partner to executives in Global Operations and the Lab Services business unit, influenced and supported key business and investment decisions, collaboratively assembled budgets and forecasts, drove cost savings, devised targets, and identified actionable insights• Led the consolidation of global operations-related budgets, forecasts, analysis, executive readouts and dashboards, board materials spanning the P&L, CapEx, headcount, and related KPIs• Presented monthly financials, KPIs and actionable insights to the COO and VP Supply Chain• Made key contributions to the monthly Sales & Operations Planning (S&OP) through collaborations with Supply Planning, Demand Planning, site controllers, and Manufacturing with a strategic focus on optimizing inventory levels and turns, manufacturing plans and absorption, long-term capacity plans and investments, business continuity, decision support through detailed business case analysis, E&O, and COGS• Owned the 5-year gross margin plan, a critical element to the strategic financial plan approved by the board of directors• Collaborated with Global Operations and site controllers to drive $10M in annual cost savings via process improvements, material and vendor substitutions, price reductions, insourcing, outsourcing, and product transfers • Enhanced the CapEx governance process to drive accountability and forecast accuracy• Streamlined SOX controls reducing monthly maintenance• Embedded gross margin impact awareness into Operations and R&D through the development of a popular Gross Margin University program

Led a 4-person finance team that partnered with executives and senior leaders in Supply Chain and the Lab Services business unit and maintained strategic roles in managing gross margin, freight, inventory, and E&O • Played a leading role in designing and deploying an integrated SAP COPA, Cognos and Tableau gross margin reporting tool that enabled a scalable, product-level margin analysis• Consolidated and presented the gross margin budget to senior leadership, gaining approval on the first pass• Collaborated with Business Development to evaluate potential business opportunities in the Lab Services space, including a highly visible business case that led to a Lab Services expansion in response to COVID-19 • Streamlined the computation of Supply Chain overhead rates, resulting in fewer errors and a week’s time savings

Led a 3-person team that supported San Diego Hard Consumables manufacturing leadership, consolidated Gross Margin reporting and analysis, and led the global product costing process• Leveraged business and technical knowledge to develop a quarterly gross margin analysis tool, providing deeper visibility into business drivers and significantly influenced strategic planning• Presented monthly gross margin analysis readouts to CFO, enabling informed strategic decision making• Collaborated with the business to perform a product line financial analysis deep dive, confirming the value stream’s strategic direction and led to the prioritization of a $3M cost savings project

• Played a key role in a PeopleSoft-to-SAP conversion, streamlining the transition workflows, improving data quality, ensuring reporting continuity, and enabling the team to meet tight timelines • Developed the Global Ops Dashboard, leveraged by the COO to drive operational performance• Assembled the CFO and QBR packages and collaborated with sites to facilitate the budget and forecast processes

Enhanced cost center and E&O reporting and contributed to the success of an SAP conversion

Within a $400M business unit, partnered with leaders in engineering, marketing, manufacturing, and supply chain to assemble P&L forecasts/budgets and craft business cases to support capital investments. Built financial and KPI presentations to support valuestream leadership readouts to the executive leadership team.

Recognized by CFO with 3 individual leadership awards for contributions to cross-functional project teams, partnering with supply chain and commercial to improve inventory, working capital, and E&O. Collaboratively performed ES&OP read-outs and played an integral role in an SAP go-live. Owned statical inventory target and safety stock calculation and updates. Led one with broader team close coordination responsibilities.

Engaged with manufacturing site leadership to analyze and deliver profitability results. Contributed to more than ten process improvements projects with a leadership role in most including an inventory reduction project sponsored by the CFO. Played an integral role in an SAP go-live tasked with testing, enhancing data, and training global controllers and manufacturing leadership on the SAP COPA analysis tool.