Partner to CRO, driving revenue growth and critical decision support.

Helping businesses make better decisions. Our advisory group helps you identify winners and losers in your portfolio of products (and customers) and helps you take actions to improve your bottom line. We craft GTM strategies, supply chain strategies and portfolio management solutions to help your business thrive and your teams succeed.

Conserva is a $40M+ residential and light commercial irrigation repair and maintenance franchise, a part of the Empower Brands family. I found the innovative approach to apply modern technology to a trade industry a great evolution that is allowing me to leverage many of my prior experiences, while also enabling me to help with water conservation, a long time passion of mine. Prioritizing the small team, building the sales strategy and managing the cash resources of a start up have been key activities. We achieved YonY revenue growth of 2X or greater each month in 2023, and we continue to expand our service offerings to target a profitable, $1M+ revenue run rate in 2024 for our franchise location.

Recruited to help drive the transformation of decision support and insight generation through FP&A. My global team of 11 partners with accounting to report the results of this $300M+ market leader in customer experience. We provide decision support to all key functions in the business - operations, sales, development as well as Corporate functions.•Reimagined financial analysis to help operations team manage project related costs associated with system installations - helping deliver on 2022 Annual Operating Plan (AOP) cost spending targets.•Rebuild the FP&A organization to focus on business support•Drove selection and implementation planning for new financial reporting system•Delivered Annual Operating Plan for 2023

While in my role as the COO for Honeywell's SPS division, I was asked to join the board of our JV with the Chinese Warehouse Management System (WMS) provider Flux. The >$50M USD JV was created to enable our shared desire to grow the Flux business outside China. My specific charter was to help drive the strategy and approve the direction set for management as they developed go to market (GTM) strategy in Southeast Asia as a foothold outside China, and then help connect the team into the larger Honeywell organization for further market penetration. My previous experience at Oracle and Flex gave me insights into the GTM factors and the regional issues at play here and helped me guide decision making during a critical juncture. Setting the sales policies, expectations and controls were also key outcomes from our monthly board meetings.

Reporting to the division President, I was recruited to drive the transformation of financial reporting and planning of the ~$8B Safety and Productivity Solutions business as it pivoted from being a discrete product portfolio to include more recurring revenue elements. My team of ~300 provided decision-making support for the five global businesses in our portfolio – Intelligrated Systems, Personal Protective Equipment, Gas Analysis and Safety, Advanced Sensing Technologies and Productivity Solutions and Services. Results:• Grew revenue 6% and income 15% in 2020 to $6.5B and 14% respectively• Oversaw accelerating growth in 2021 as 1st half revenue grew 42% to $4.2B, income grew 52%• Drove cost reduction plans in response to COVID to remove $189M of cost from 2020 to 2021• Implemented and led margin management analysis to review pricing, discounting, deal desk and cost inputs each month, for all business units to insure we captured inflation effects and preserved margin $s• Created a rotating weekly review of underperforming businesses to determine improvement plans to enable return to budgeted performance in revenue growth and/or profitability. • Oversaw adoption of digital reporting as standard work, eliminating hundreds of manual reports• Drove completion of monthly forecasting and annual operating plans• Owned controls / compliance for SPS business unit - including management corrective actions

Finance business partner to EVP, Cloud Business Group responsible for the worldwide sales and marketing strategy for Oracle Cloud Solutions including; Public Cloud, SaaS, PaaS, IaaS, DaaS, converged infrastructure, industry solutions, global system integrators, and global channel partners. Also responsible for Java, hardware, and Oracle Linux product line P&Ls. Results:• Supported 100% growth of Java business to greater than $500M revenue with stable profit• Met or exceeded budget expenses, revenue, and profit every year• Built team to support new sales and marketing strategy leader• Designed segmentation model to combine installed base, pipeline, and market analysis to drive go-to-market strategy• Drove strategy and solution to capture and analyze win/loss metrics across all product offerings• Streamlined reporting with standardization, dashboards, and business intelligence tools for real-time decision making

Lead team of 40+ worldwide finance professionals providing decision-making, forecasting, budgeting, and planning support to the leadership teams overseeing the 6K+ person hardware systems R&D, marketing, and operations organizations• Developed analysis used to drive margin increase from 13% to 40%+ for $3B hardware P&L• Combined teams supporting R&D, operations, and FP&A into a product focused decision support organization • Streamlined reporting with standardization, dashboards, and business intelligence tools for real-time decision making • Redefined inventory review process, saving 3K+ people hours per year • Integrate and establish sales operations for ~100 person, $40M technology acquisition

Direct report to INS Segment President. Responsible for reporting results of $9B/yr. Business Segment by supporting her and her direct leadership staff of 8: 6 Senior VPs Sales, Senior VP of Design and Senior VP of Operations. Lead team of 7 controllers and 4 analysts supporting design, sales, account management and business development of the segment's 75+ customers doing business in our 20+ manufacturing sites around the world. Approve and manage $5.6B of credit issued to segment customers. Responsible for establishing, improving, and leading Best Practices-based processes and key deliverables associated with: forecasting (tactical and long range), contract reviews, pricing of $16B of annual quotes, claims recoveries, commission and bonus structures and attainment, account planning, KPI-based performance analysis, AR management and expense control.Results:• Drove Segment $9.4B/$300M/$400M (revenue/profit/cash flow) results in Fiscal Year (FY) 13 by achieving 92% of budgeted performance overall, even though revenue was well below plan as a result of weak economy. Segment profit was ~50% of FLEX $0.84 EPS for the year, on ~40% of the revenue.• Achieved AR collections with < 2% AR Past Due and <$2M of bad debt write offs through improvements to process and management of $5.6B of issued credit to segment customers. • Re-engineered approval process and commission plans to drive higher returns on $16B of annual quotes.• Delivered key support in multiple deal negotiations (2 were worth >$1B/yr. of annual business).• Eliminated 3 redundant overhead roles by leading segment finance team transition during segment restructuring. • Identified underperforming customers/sites by developing and implementing customer metric driven KPI reporting and subsequent improvement plan review process.• Awarded a spot in the FLEX Executive Leadership Development Program – a residential development program in concert with the Stanford Executive Development Program.

Direct report to SVP Ops. Responsible for reporting results of $6B/yr Business Segment. Led direct team of 5 and 200 indirect (site Controllers and their teams) across 12 dedicated sites in Europe, Asia, Mexico and US. Responsible for establishing, improving and leading Best Practices based key processes and deliverables associated with: budgeting, profitability, cash flow generation, expense management, key metric improvement, AR management and results reporting.Focused on re-engineering reporting and review cadence for sites to insure we met plan, continuously improved performance on key metrics, drove highest possible customer satisfaction.Results:• Drove $5.8B revenue, 3.8% profit, 2.7% profit after interest (PAI) and 7.3 Inventory Turns in FY12 versus a plan commit of 3.7% / 2.5% / 7.0 respectively for these 3 metrics.• Supported achieving 40% revenue growth from FY10 – FY12 with similar profitability and returns.• Delivered improved Enclosure site performance as 3 sites achieved breakeven profitability.• Achieved accounts receivable of only 1.1% past due versus goal of 1.5% past due in FY12.• Achieved over 120% of cash flow target in each qtr of the last year in role.

Promoted into role by CFO when previous leader left SLR.Reported to EVP, Sales. Responsible for driving and reporting SLR revenue, providing quarterly earnings release commentary; led, created and injected new Best Practices based processes for identifying customer P&Ls, Key Operating Indices (KOIs), quote & contract reviews, Sales pipeline mgmt; led team of 10 Analysts and Controllers.Results: • Created new process and delivered monthly customer performance reviews for CEO’s staff.• Identified underperforming customers / sites with clear visibility of Top 20 key issues to resolve each month.• Improved P&L and KOI review for all customers, allowing controllers to focus on partnering with Sales.• Collaborated with Sales, sites and quote teams to review every quote and deliver higher profit and returns. • Delivered policy updates to the 250+ person worldwide sales organization at the annual sales meeting.

Reported to VP of Sales responsible for the Cisco account. Responsible for reporting results of SLR business with Cisco. Responsibilities included ownership of quote process, quarterly negotiations with customer, and providing business analysis support.Results:• Consistently drove above plan financial returns and profitability.• Achieved results by leading each quarter’s quoting process with customer.• Led analysis to support consolidating manufacturing operations into a single site in the US.

Reported to Division VP Finance. Responsible for reporting results of $3B Microprocessor Division by supporting Division's President and staff of Sales, Engineering and Design. Drove key processes and deliverables associated with forecast and results reporting, planning coordination, IT implementation and cost management. Led team of 6.Results:• Achieved revenue and budgeted profit of 3-5% by re-engineering planning process with Operations, Engineering, Design and Sales.• Grew team from 3 to 6 analysts to support new Division SAP reporting requirements and needs.• Delivered competitive analysis in light of product roadmap updates.• Led analysis to recommend joint venture process development as a viable cost saving option for AMD.

Reporting to the VP Finance, Operations, responsible for reporting the results of the operations of the $5B company by supporting her and SVP Operations staff. Led delivery and key process improvements to drive forecast, results analysis and commentary for each of the fabs, assembly and test sites. (These operations were spun off and are now part of Global Foundries, the world's first full-service Semiconductor foundry with operations on 3 continents)Results:• Assigned to Dresden factory for 3 months to install financial analysis processes in new factory.• Supported $60M, 2000 person restructuring plan in 2002, delivered auditor-approved restructuring plan before year end.• Managed $1B capital plan, resulting in near 100% on-time equipment deliveries for critical new construction.• Awarded spot in Executive Development program – Leaders Developing Leaders.

Reporting to VP Operations, led team of 4 Analysts supporting him and his staff responsible for Company’s newest Microprocessor fab. Responsible for delivering and driving improved processes for forecasting, key metric analysis, daily production meetings, corporate financial reporting and product cost requirements of the new factory.Results:• Delivered forecasted results throughout assignment.• Eliminated 2 Analysts through process re-engineering and best practice implementation.• Supported dozens of make/buy, cost benefit decisions to support investments in new processes or equipment.• Built new process to align Production planning process with quarterly financial reporting process.• Appointed Finance member of the World Class Supplier Program, AMD’s Supplier Quality Council.

Supported the Director of Finance, Worldwide Operations. Providing benchmarking and competitive analysis on cost and performance of AMD operations compared to competitors was the primary function.Results:• Delivered several analyses for Worldwide Operations.• Evangelized analysis to support closing 2 older logic fabs, saving $Ms of cost for the Company.• Appointed AMD Finance Representative to SEMATECH (Semiconductor manufacturing consortium).

Promoted into role after leaving the professional development program (this operation is now a part of Hospira Inc., the world’s leader in providing injectable drugs and infusion technologies).Managed several different departments in the Class 100 clean rooms of a flexible intravenous bag fabrication facility. Met weekly production quotas while maintaining FDA-level quality and documentation.Results:• Consistently delivered weekly production of millions of assemblies for 4+ years.• Improved visibility of throughput and yield by implementing new tracking systems.• Eliminated 2 of 6 supervisors with improved support structure and shift leader empowerment plan.• Appointed to weekly material review board to address supplier quality concerns.• Elected 2nd Shift Emergency Response Team Captain.• Certified as Goal / QPC Quality Trainer delivering dozens of training classes to supervisors and operators.• Asked to attend Eastman SPC Quality Program as Abbott Representative.• Asked to participate in Malcolm Baldridge Award process to document process control and operational reporting.

Rotated through 4, 6 month assignments in various divisions of Abbott. Purpose was to expose New College Graduates to various roles in the Company, insuring their careers start off on the right path. Assigned a mentor and chose assignments. Started in Pharmaceutical Products Division’s Standards and Methods group, documenting new Manufacturing and Test procedures. Supported the Diagnostics Division’s Quality group, writing and performing equipment certifications. Third, worked with Corporate Engineering supporting building Construction teams. Finalizing a new lab building for move-in, and another in the early construction phase. My final assignment was Production Supervisor in Austin, a role I chose to keep and became my first permanent role with Abbott.• Built test protocols and certified many pieces of process equipment.• Coordinated critical lab equipment moves with Contractors for Diagnostics Division.• Managed the move-in of 100+ scientists and their equipment into a new 500,000 lab building.