Finance Leader for a ~1B Division for both USA and Canada with over 300 CustomersLead a fully remote team of Sr Managers and ManagersLead all Budget/ Forecast/ and Long Range Planning cycles for the divisionPartner with Division President and leadership team on sales strategies forecasting, pricing, and margin expansion

Managing budgets and forecasts for ~750M in COGS while maintaining day to day operations and working on ad hoc assignments.

Managed a $120M budget for a $1.7B Business by developing new tools in HFM and Oracle to track and analyze costs.

•Managed internal review of business processes including sales, accounts payable and inventory, developing a comprehensive understanding, while implementing and improving internal controls and policies in 5 states and 3 countries resulting in improved work standards at over 12 locations •Collaborated with team members in planning for internal control reviews, Sarbanes-Oxley and Foreign Corrupt Practices Act, and physical Inventory Exemptions in order to work towards 100% compliance with internal policies•Led physical inventory exemption team at the St. Louis National Distribution Center (NDC) with an inventory value in excess of $100 million resulting in an improvement plan for the site to meet goals in 2014

• Manage financial reporting and analysis, earnings release, and ad hoc requests for 4 sectors generating 14B in revenue• Compile and analyze the monthly business review for the CEO, CFO, COO, and executive leadership• Led the External Benchmarking process that is presented to the CEO and CFO each Quarter• Collaborated with team members to complete the rigorous earnings release process

• Manage the monthly business review that involves working with international finance teams from the Czech Republic, China and India• Led the 2012-2013 Engineering Rates Development project, requiring acceptance from local finance and engineering teams worldwide and allowed each sector to correctly forecast $20M in costs• Managed the redesign of the Monthly Business Review for the international engineering locations which increased the processes efficiency, accuracy, and timeliness

• Led multiple processes within a 3 person accounting team in manufacturing facility that experienced dramatic COGS growth from $50 million to $120+ million in a 12-15 month period• Managed the 2012 cost standards project by gaining buy-in from plant and product management, improving cost allocation from 75% to greater than 95% by developing a new way to allocate absorption• Collaborated with the controller and cost team by managing SOX testing, analyzing variance reports, and assigning costs to parts and products being rolled out through New Product Development• Streamlined the Engineering Change process and approval chain that enables 3,000 parts to get approved and receive standard cost annually