Led the FP&A, Supply Chain, and Commercial Finance organizations to support the company’s multiyear value creation plan. Served as a trusted advisor/business partner to COO, CHRO, and CCO. Responsible for monthly close reporting, forecasting/budgeting, and presentation of results to management. Effectively managed and developed a team of five direct & indirect reports.• Significantly improved monthly financial reporting package, which provided management team with greater visibility into plant-level operating results.• Built out the supply chain finance team by hiring controllers at the four manufacturing sites to serve as business partners to the plant leadership teams.• Developed a robust plant labor productivity & forecasting model that drove fact-based decisions at the C-Suite level, which ensured the company was operating most profitably as plant volumes changed due to dynamic market conditions.

Led global manufacturing FP&A teams responsible for $3B in spend across sites in U.S.A., Europe, and Asia. Owned the annual budget process, forecasts, and reporting of actual results to senior management. Effectively managed and developed a global matrixed team of direct & indirect reports while working 100% remotely during pandemic. Temporally oversaw total company investor relations for six months while the position was vacant.• Drove best-in-class practices and implemented standardized site reporting packages across sites.• Partnered with global manufacturing operating teams to deliver over $200M in cost savings per year.• Streamlined key performance indicator (KPI) reporting by developing automated dashboards by utilizing Anaplan software, which allowed for faster reporting of results and significantly reduced the need for manual PowerPoint slide preparation.• Significantly improved accuracy of variable cost productivity reporting through proactive communication with global plant finance and operating teams.• Developed long-range plan cost roadmap, utilizing best-in-class practices and benchmark data in support of company going public.• Delivered two successful quarters of overseeing Investor Relations, which included preparation of the Management, Discussion & Analysis (MD&A), and CFO investor call script. Coordinated and facilitated two quarterly calls with Term Loan B investors.

Served as finance business leader/partner for company’s two core business units with $2B in revenue across sites in U.S.A. and Europe. Provided all FP&A, strategic planning, investment business case preparation, and commercial support. Directed the annual budget process, forecasts, and analysis of actual results. Presented results to the business unit management team during quarterly business reviews (QBR). Effectively managed and developed a global team of five direct and indirect reports.• Revamped monthly reporting packages, which provided management with greater insight into key commercial and operational results.• Reduced monthly close reporting cycle time by 20% by streamlining and automating business unit reporting processes.• Supported numerous commercial negotiations, resulting in a very profitable, long-term supply agreement signed with an industry-leading chip supplier.• Developed a multibillion-dollar investment business case model for a major product launch and presented results to CEO & CFO, which ultimately led to Board of Directors’ (BOD) approval.

Oversaw 37-member team across nine recently acquired manufacturing sites throughout five countries in Europe for highly critical and visible expatriate assignment. Developed, mentored, and integrated FP&A and Accounting teams and operating processes to align with public company requirements.• Restructured Italian and Spanish teams to deliver on closing and reporting commitments.• Reduced monthly close time by 30% and standardized reporting requirements across sites.• Identified SAP ERP gaps at the sites and instituted corrective actions, which significantly streamlined finance processes.• Indirectly managed internal control teams and drove SOX compliance at sites, which resulted in successful year-end audits.• Led all Europe finance and accounting activities related to sale of the company to private equity, from early-stage due diligence with multiple bidding firms through post-sale integration with new owners (The Carlyle Group & GTRC).

Finance business partner and member of the Drug Product leadership team across four manufacturing sites in the U.S.A. and Europe. Led the annual budget process, quarterly forecasts, and analysis of actual results. Presented results to the C-Suite management team on a quarterly basis. Effectively managed and developed a global team of four direct reports.• Implemented and drove strong cross-functional team operating rhythm, which streamlined consolidations of estimates and risk and opportunity tracking.• Enhanced site reporting packages, which significantly improved operational visibility and timely resolution of issues.• Restructured UK finance team and rebuilt financial statements due to numerous errors discovered during annual audit process. Implemented new processes and controls, which served as best-in-class model for other sites in the company.• Partnered with controllership team to ensure all bill & hold contracts were in compliance with U.S. GAAP revenue recognition requirements, which resulted in zero annual audit findings.

Served as finance business partner to global manufacturing operating teams to deliver on operational and financial commitments, including management of inventory balances, cash flow, material variances, plant & equipment spend, and variable cost productivity. Effectively managed and developed team of six direct reports in North America and indirectly managed plant finance managers in Europe, Brazil, China, and India.• Restructured North American finance team, which led to assuming global responsibility.• Partnered with global GM to develop and implement standardized site reporting packages, which provided consistent comparability among factories to allow for better decision making.• Led annual North America physical inventory counts of $1B in material across numerous locations.• Implemented factory cycle count process eliminating need for physical inventory in future years.• Core contributor to financial design of Oracle R12 ERP implementation, focused on global process consistencies.• Spearheaded initiative to transfer multiple North America finance team responsibilities to a center of excellence (COE).

Provided financial support to all new commercial contracts. Participated in customer negotiations to influence commercial decisions to optimize terms and conditions for revenue recognition, cash, and tax. Assessed customer creditworthiness/financing structures and negotiated appropriate payment securities. Prepared deal profitability summaries for presentation to management.• Led global orders price index reporting and improved calculation process, which provided management with better understanding of market prices and trends by model and region.• Pushed for optimal sourcing strategies to maximize deal margins while minimizing FX exposure.• Led cross-functional team to understand Canadian FX deal exposure as result of new contract structures.

Managed FP&A activities for projects group with $4B in revenue. Partnered with project managers to ensure revenues, contribution margins, and cash collection goals were met or exceeded. Ensured proper revenue recognition procedures were in compliance with U.S. GAAP and contract terms and conditions.• Developed and implemented robust cash-tracking process, which significantly improved cash flows.• Selected to be finance leader for the manufacture, shipment, and erection of a $1.3B wind farm (world’s largest at the time), with complex contract terms & conditions. Developed and implemented strong financial tracking rigor by partnering with a large cross-functional team, which resulted in 100% revenue recognition compliance and consistent cash flow management.• Leveraged strong contract experience to share best practices with Europe team and drove global process consistency.• Provided critical input into Oracle ERP 11i implementation, which streamlined closing processes and reporting requirements.

Owned all aspects of finance and accounting function, including monthly close, AP, AR, and payroll. Prepared and oversaw the annual audit process and acted as primary liaison with auditors. Managed and developed 10 direct reports. Renegotiated payment terms with suppliers, resulting in improved cash flows. Managed relationship with financial institutions, including securing funding for company’s operations. Integrated an acquired company with 15 employees and $2M in revenue.

Held several roles of increasing responsibility, ultimately serving as the finance business partner/divisional CFO for the Teaching Resource Division with 70 employees and $40M in annual revenues. Financially directed all aspects of annual budgets and quarterly forecasts and presented monthly financial results to management. Temporarily relocated to Riverside, California to lead the integration of a $7M acquisition with 30 employees and oversaw closure of the facility.

Monitored engagement economics of 55 clients with revenues of $18M.

Opened and serviced retail accounts for high-net-worth individuals.