Analyzed and evaluated enterprise wide projects aligned with corporate strategy. Reported to Senior VP of Business Transformation.

Directed Accounting, Financial Planning and Analysis, Pricing, Manufacturing Finance, Tax, Treasury, and Information Technology functions at Goodyear’s Malaysia operations. Managed a group of 17 Finance and 4 Information Technology staff. Expatriate assignment with dual reporting to Managing Director of Malaysia and ASEAN Finance Director.• Streamlined pricing programs from 70 to 10 that was mutually beneficial in cost savings for Goodyear and its customers while maintaining profitability. Ensured continuous competitor benchmarking and post-mortem analysis.• Implemented Shared Services transferring half of the Accounting positions to the Philippines. • Led cross-functional and cross-departmental training improving business partnering with Sales, Supply Chain, and Manufacturing.• Reduced time to complete full year EBIT and cash flow forecast after month-end close from 5 to 2 days while improving accuracy and transparency of results. • Led implementation of Malaysia’s nationwide Goods & Services Tax (VAT) ensuring on-time and accurate reporting.

Led capital planning process across Goodyear. Partnered with leaders across multiple functions and regions to develop a capital plan ensuring investments drove operational excellence and created sustainable economic value for the enterprise. Reported to VP, Finance of Global Operations.• Managed annual capital planning process including establishing business unit targets and overseeing the financial review of proposed capital projects.• Analyzed and approved multi-million dollar business cases ensuring projects were calculated properly and consistently worldwide. Evaluated investments for acquisitions, plant facilities improvements, and a Greenfield startup.• Collaborated with business units to enhance projects when approvals were not granted. • Drove capital expenditure forecast accuracy improvements and reduced the reporting time by 5 days.

Led Corporate Financial Planning and Analysis consolidating information from 4 global SBU’s to analyze actual and forecasted results, evaluate and communicate key business issues, and prepare presentations for executive management and the Board of Directors. Managed a group of 5 Finance and 4 Information Technology staff. Reported to VP of FP&A and Corporate Strategy.• Transformed department’s credibility and improved data accuracy. Used state of the art iPad technology to report monthly and forecast data in a consistent and user-friendly format. Implemented Hyperion Planning.• Prepared detailed and comprehensive financial analysis and communicated findings in a clear, executive format which was impactful to the decision-making process.• Delivered ad hoc reporting ensuring quick turnaround and accuracy. Used Hyperion, Excel, and PowerPoint.• Improved reporting efficiency by 4 days on quarterly competitor analysis focusing on 5 main competitors. Monitored activities and profiles of 11 others. • Reduced staff overtime 15% and monthly data distribution by 1 day. • Supervised Corporate P&L and Cash Flow forecasts and variance explanations. Led forecast accuracy improvements by ensuring cross-functional communication and accountability.• Drove team’s customer service attitude supporting Investor Relations, Executive Compensation, Treasury and Corporate Accounting in investor presentations, rating agency reviews, bond transactions and external financial reporting.

Directed Accounting, Financial Planning and Analysis, Tax, Treasury, and Information Technology functions at TRW’s Japanese operations amounting to ~$400 million in annual revenue including 3 manufacturing plants, pass-through sales, and a steering engineering center. Managed a group of 10 Finance and 4 Information Technology staff. Reported to Asia Pacific Finance Director and General Manager of Japan.• Increased profitability of pass-through sales from negative margins to exceeding targeted positive margins by driving improvements in purchasing and pricing.• Developed complex financial models and recommended optimal solutions to product life cycles. • Key team member in the closing of a manufacturing plant. Maintained on-time schedule transferring production equipment to other facilities or subcontractors and sold land and building.• Developed staff and improved staff’s accounting and analytical capabilities. • Led due diligence and reported key information used in sale of a non-core plant.

Directed Accounting, Financial Planning and Analysis, Tax, Treasury, and Information Technology functions for a rapid growth start-up plant producing steering gears and electronic control units. Developed and led staff of 10. Reported to General Manager and Asia Pacific Finance Director.Member of executive team that developed a growth strategy resulting in revenue increasing from $12 million to $150 million in less than two years. Activities included: • Key team member that built a larger production site replacing the existing building. Wrote and reviewed strategic plans for business to be transferred to the new production site. Completed on time and on budget• Partnered with 7 Program Managers from 4 countries, who were manufacturing products in one large facility; • Recruited and trained 6 Finance and 2 IT staff on financials and proper internal control procedures.

Managed consolidation of financial results and analysis for 24 production plants and an engineering center. Key liaison between corporate headquarters and the production plants.

Moved through roles of increasing responsibility including:Manager of Financial Analysis & Planning (2001 to 2002) | Senior Financial Analyst (2000 to 2001)Financial Reporting & Cost Accounting Analyst, Mesa AZ (1999 to 2000) | Sr. Auditor, Internal Audit (1996 to 1999)