Held dual role responsibility including P&L for two flagship divisions, Consumer and Commercial in the Americas, and simultaneously executed global integration of the Cooper Tire acquisition. Led 9 direct reports including President, Consumer Business; President, Cooper Tire; and Vice President, Commercial Business.• Grew sales and earnings of combined Goodyear and Cooper from pre-Covid levels.• Selected as global sponsor for creating growth options in the consumer vehicle segment to address new mobility trends; moved selected initiative to the testing phase.• Continued to lead global integration and accelerated synergies delivering on commitments in EBIT and in cash one year early. Completed ERP migration in Europe and organization integration within 12 months.

Executive leader responsible for delivering acquisition integration objectives of Cooper Tire acquisition, the largest in Goodyear’s history. Led integration team, extended teams, and external consultants. Updated the Board quarterly.• Recruited integration team, created integration strategy, developed execution plan, and delivered on all critical milestones ahead of schedule.• Increased external commitment for synergies 50% and shortened timeframe to achieve synergies to 2 years.

Owned P&L responsibility for one of 3 global business segments, Asia Pacific with multiple business units: Consumer, Commercial, Mining, Farm and Aviation tires. Responsible for all functions and operations including 7 production facilities and 8,000 associates extending from India to Japan and China to Australia.• Created and delivered on new growth strategies driving multi-year share increases:o Transformed the value-chain in China by building and launching a B2B ecommerce platform for retailers, successfully transitioning >80% of retailers.o Re-positioned Goodyear with consumers and retailers by establishing direct relationships with key online platforms (tuhu.com and jd.com).o Grew India’s distribution and retail footprint in white-space geographies to drive 20-25% yearly sales growth.• Prepared and promoted 7 leaders to the 12-person leadership team from internal, local candidates. Engaged in development after promotion to ensure success in role.• Guided organization through unprecedented industry challenges with COVID-19, trade tensions, and volatility.

Owned P&L responsibility including sales, brand marketing, R&D, finance, supply chain, human resources, legal, manufacturing, and operations for U.S. and Canada. Led 10 direct reports and a total organization of ~10,000.• Drove financial performance to historical highs, doubling earnings.• Designed and spearheaded an innovative national distribution strategy leading to the TireHub joint venture with Bridgestone. Activities and results include:o Captured additional profit from the industry’s value chain.o Transformed the national landscape of tire distribution positioning TireHub to become an industry leader.o Created path to gain market share with key customers as TireHub distributed the full portfolio of SKU’s.• Moved the Goodyear brand into the #1 brand position with consumers for key brand metrics.• Developed and launched the goodyear.com ‘direct to consumer’ initiative with support of distributors and independent dealers creating a channel and a platform for innovation.o Led industry adoption of online minimum advertised pricing.• Sponsored key leadership development programs for future leaders, career path promotions, and engagement.

Selected to lead the passenger tire replacement sales organization in selling world class tires into multiple go-to market channels. Responsible for category management, key account and field sales for big box, distributor, and retail customers (Walmart, American Tire Distributors, Discount Tire, Independent Tire Dealers). Led 6 direct reports and a total team of 250. • Envisioned and championed the Goodyear Assurance All-Season tire platform leading to Goodyear’s largest new tire launch in history and value creation across multiple product lines. • Repaired relationship with the largest tire retailer in U.S. leading to sales growth of 10-15% per year.• Won Category Management role from a competitor at Sam’s Club and multiple awards from Walmart.

Top finance leader and business partner for the Consumer Business Unit, a sales, distribution and manufacturing organization encompassing multiple go-to market channels, 4 brands, 600+ retail stores and 5 large production facilities. • Shaped key decisions that drove a turnaround in 3 years leading to a profit in 2011.• Re-built finance organization creating a new level of partnership by supporting key initiatives, gaining credibility, driving accountability, and building a high performing finance team.• Supported critical, value creating projects - achieved savings through transformation of manufacturing footprint and renegotiated favorable contracts resulting in additional earnings.

Top finance leader and business partner responsible for accounting, FP&A, treasury, credit, IT and purchasing for Mexico, Central America and Caribbean, a sales and distribution operation. Led 8 direct reports and a total team of 45.• Drove alignment and consolidation resulting in process and system standardization, finance organization upgrade, and cost reduction.

Top finance leader and business partner responsible for accounting, FP&A, treasury, credit, IT and purchasing supporting this sales, distribution, and manufacturing operation. Led 6 direct reports and a total team of 35.• Partnered in driving financial results to historic levels in 2006 and 2007. • Improved net working capital - reached lowest levels in history moving from 73.3 days to 18.3 days through payment terms, improved inventory control, reduced past dues, and lowered refinancing balances with customers.• Transformed local finance organization into a high-performance team by defining vision, aligning objectives, conducting performance evaluations, and exiting poor performers.

Led treasury function for sales, distribution, and manufacturing operations.• Leveraged treasury perspective and capabilities to generate cash flow and cost savings across the organization.• Managed banking relationships, foreign exchange strategy, exchange rate analysis and projections, import / export transactions, central bank relationships, and payroll transaction processing.

Led accounting and control function for a sales and distribution organization. • Served as interim finance director for six months through transition to a new general manager.• Initiated the implementation of Sarbanes-Oxley and earned distinction for the “best start worldwide” by EY.• Created and supervised 24+ projects to automate manual processes, improve controls and generate savings, including an ERP implementation at the mounting and balancing facilities.

Conducted a small-scale software implementation project and assisted in ad-hoc analysis and projects.• Implemented Hyperion in less time and at a lower cost than four similar projects for other regions and functions.