• Managed a team at Takola Consulting to provide accounting and financial analysis for small-medium size businesses, improving financial health.• Developed successful go-to-market strategies for start-ups, leading to market penetration.• Implemented organizational structuring to enhance operational efficiency and scalability.

• Created profitability and productivity analysis for the global CFO and board.• Led integration of Finnish acquisition, coordinating across finance, legal, and IT functions while ensuring compliance with international financial regulations. Acted as CFO during the transition for 5 months.• Acted as CFO for African business unit consisting of 5 countries operations during 6-month period between CFOs.• Consolidated financials and led the planning and analysis of the 3-year business plan for North American and Asian plants, directly managing a team of 5 and indirectly managing a team of 10.• Reconciled financial reports between US GAAP and IFRS, ensuring compliance and accuracy for global financial statements.• Implemented productivity tracking tools and automated reporting tools, eliminating 300+ hours of work per year.• Directed budget management and strategic planning for US and Mexico entities, aligning financial plans with long-term objectives.• Oversaw operational finance and planning for 7 plants in US, Mexico, Canada, China, and Vietnam, directly leading a team of 9 and indirectly leading 37. • Focused on improving machine operator efficiencies, reducing E&O, and just-in-time inventory management. • Collaborated with cross-functional teams to reduce Asian manufacturing costs by 15%, developing executive-level presentations on financial strategy to the global CFO and board of directors.• Selected for the Financial Leadership Development rotational team, supporting the global CFO in integrating new acquisitions, with a focus on financial reporting compliance, global financial strategy, and global consolidation

• Led an international team of 8 (6 US, 2 MX) in sales planning, revenue recognition, and accounts receivable.• Transitioned from stand-alone group within Bosch in preparation for sale of the division; directly reported to President and CFO leading sales planning processes with >18% CAGR used to evaluate the business.• Grew sales from $100M per year to over $500M annually; rolled out new sales planning tool as North American process expert leading to better strategic marketing and sales acquisition planning.• Managed sales forecast and variance analysis of >$180M in sales across 3 countries within 2% tolerance; formed cross-functional task force to understand customer demands and production constraints better.• Prevented $1M of pricing losses in first year; developed model to better predict pricing based on raw material index.

• Performed sales forecast and variance analysis of >$180M in sales across 3 countries within 2% tolerance; formed cross functional task force to better understand customer demands and production constraints • Led international team of 5 in US and Mexico during transition to stand alone group within Bosch in preparation for sale of the division; led sales planning processes with >18% CAGR used to evaluate value of the division• Prevented $1M of pricing losses in first year; developed model to better predict pricing based on raw material index• Acquired profitable sales for North American region totaling over $2 billion; conducted profitability scenario analysis and provided strategic guidance to the leadership and sales teams

• Improved corporate credit card internal audit score to 100% from 30%; digitized data and set up controls