FP&A, Treasury, and Operations Performance support

Manage financials for several manufacturing plants. Focusing and refining performance improvement strategies

Oversaw forecasting of North America sales, margin, capex and manufacturing variances. Guided one plant controller. • Refreshed product costing for over 86,000 skus in the Samples manufacturing plant.• Developed new analytics and variance analyses and introduced management review cadence.• Analyzed inventory aging – enabling 26% reduction of excess and obsolete samples inventory and established reserves.• Improved sales forecast accuracy 40% with better visibility to allowances and adjustments.

Directed team of six cost accountants to drive financial performance of manufacturing. • Finalized company’s 2019 Financial Operating Plan, including product costing and analysis of manufacturing variances.• Redesigned management reporting and business performance review cadence.• Managed financial performance for $110,000,000 capacity expansion that drove new product growth.

Led financial planning and performance management for company, including 8 manufacturing plants and team of 3 controllers, 1 Cost Accountant, and 1 Financial Analyst. • Developed company’s 2018 and 2019 Financial Operating Plan, including management incentive plans.• Trained Plant Controllers to report new manufacturing variance analyses and reporting to drive plant performance• Designed systems to empower sales and operations with instant sales quotes, product costs and customer profitability visibility.• Evaluated performance gaps and mitigated through process improvements, including M&A activity for sale of company.

Operated as executive leadership team member. Guided process changes and developed staff for company growth.• Developed company’s 2017 Financial Operating Plan, including management incentive plans.• Created rolling forecasts for income statement, inventory and cash management to diagnose and shape financial performance.• Streamlined purchase-to-pay cycles along with negotiating financing terms.

Director, Finance and Analytics, 2011-2016•Led Store Operations FP&A team to forecast and report variances for full income statement for stores. • Created and led analytics team to provide insights for improving shrink in stores – including developing dashboards and store risk profiling. • Oversaw team producing highly detailed and precise financial operating plans for all 4,000+ U.S. stores. • Introduced quarterly business planning processes (to refresh goals every three months) and tied financial data to operational metrics to assist leaders in using financial plans more strategically. • Served as trusted advisor and hands-on business partner, effectively improving margins trajectory by 30 bps with sound financial guidance for portfolio mix, expense control and capital project administration.Director, Transportation and Logistics Finance, 2008-2011• Drove tangible improvements for world’s largest private fleet of full-sized trucks. Provided strategic support for logistics operations – including capital projects and periodic business reviews.• Re-imagined role of finance in transportation and developed first-ever systems and tools to improve financial and operational visibility across fleet maintenance, fuel management and even truck design.• Saved over $8,000,000 by integrating freight payables and transportation management systems (TMS).• Achieved significant competitive advantage by assisting in creation of online grocery delivery operation and creating financial plans and break-even models enabling corporation to launch nationwide. • Selected delivery depot locations, defined optimal routes, designed vehicle specifications and oversaw branding, uniforms and contracts.• Appointed to Finance Excellence Leadership Group within company.

Transformed company’s way of looking at financials by linking financial data with operational metrics and providing clear, concise and actionable opportunities to improve supply chain and logistics. Increased performance visibility and drove powerful cost savings by implementing management systems that prompted bottom-line improvements to supply chain. Saved over $4,500,000 annually through 30% dedicated fleet reduction.

Consulted with senior executives to pinpoint needs, propose customized solutions and execute projects. Planned, prioritized and seamlessly executed engagements including increasing quality and consistency, reducing waste, decreasing downtime, modeling distribution capacity and demand and facilitating M&A due diligence activities for organizations in medical device, lumber and other industries. Translated business strategy into operational tactics and trained clients to take actions to improve performance.

 Led a team to develop global capacity and investment plans for the Fiber Optic Manufacturing division of Lucent’s Optical Fiber Solutions (OFS) organization. Directed $244M domestic manufacturing facility expansion and 2 overseas warehouses

 Established and managed start-up e-commerce grocery delivery operation from the ground up.  Hired staff. Implemented technologies to support supply functions. Built and managed warehousing operations with 224 employees in pick/pack operation for Last Mile delivery.

 Developed ABC product costing and drove process improvements for major textile company.  Implemented Lean and Taguchi methods to enhance quality and efficiencies in manufacturing plants and distribution centers.