Revenue: $49+M | Workforce: 140 employeesReported to the Corporate Controller of IPS. Multi-faceted finance role with full P&L responsibility for 4 domestic and international manufacturing facilities (NC, FL, United Kingdom, Canada) using three accounting systems and four currencies. Coordinated the execution and presentation of operational and financial performance, month-end close, financial statement preparation, coordinated audits and maintained internal controls. • Coordinated strategic planning, budgeting, monthly forecasting, cash flow, and financial reporting• Implemented processes for tracking inventory turns and reducing inventory count variances at the UK facility• Integrated the finances of four acquisitions which included e-commerce (3 integrations within 16 months)• Developed system for performing margin analysis by SKU, product, customer, country and channel to drive sales growth and improve profitability• Participated in the monthly strategic deployment process and was the team leader for software integration for the two international locations

Revenue: $60M | Workforce: 400 employeesReported to the President of Cabo and VP/CFO of Hatteras Division. Responsible for development and implementation of long-term strategic financial plans, the execution and presentation of operational and financial performance, month-end close and financial statement preparation, evaluation of capital investments, development and oversight of internal controls, aggressive cost reduction programs, excellent knowledge GAAP, and implemented `• Improved inventory control and reviewed bill of materials resulting in reduced inventories of more than 40% and less than 1% annual material variance• Controlled costs and restructured departments generating a 27% decrease in operating expense• Developed system for controlling labor hours and improving work flow that resulted in improved labor efficiencies of 18%• Coordinated a successful software conversion to Oracle/AS400 with seamless impact to production• Developed and implemented new systems, policies, procedures and internal controls including: budgeting, forecasting, retail and pipeline reporting, cash flow, and financial reporting• Streamlined accounting procedures resulting in efficient monthly reporting and reduced accounting staff from five to three

Revenue: $1.1B | Workforce: 4,500 employeesReported to the VP/Chief Financial Officer of the Sea Ray Boat Group. Responsible for strategic financial planning, budget and forecast preparation, internal management reporting, retail and pipeline reporting, product pricing and development, financial analysis, oversight of cost reduction programs and evaluation of capital projects including ROI and cost benefits. The Group consisted of three brands across an array of manufacturing sites, all managed as profit centers: 8 domestic sites, a China site, a Poland contract location, a product development facility and a division headquarters. Directly supervised team of 6 and indirectly supervised 2 division controllers and 6 plant controllers.• Organized cross function teams which resulted in improved working capital of 18%• Developed a business model for evaluating the profitability of potential international acquisitions and implemented financial reporting, ROI and procedures for new acquisitions• Led international accounting departments across geographic borders, time zones and cultures

Revenue: $180M | Workforce: 400 employeesReported to the VP/General Manager and VP/CFO of the Sea Ray Boat Group. Directed all functions and activities of the plant accounting department. Prepared budgets and forecasts, conducted monthly closing procedures, wrote and implemented Sarbanes-Oxley controls and prepared monthly financial statements and supplemental reporting. Informed company and site leadership of plant performance with verbal and written communication. Directly supervised a plant accountant, two accounts payable employees and an invoicing coordinator.• Created and managed successful cost reduction teams resulting is operating margin improvement of 9%• Coordinated the plants product development, pricing reviews and process improvements between sales directors, manufacturing general managers and corporate executives to improve gross margin by 8%• Developed employees and trained Brunswick Financial Leadership Development Program candidates resulting in key leadership positions throughout Brunswick

Reported to the Director of Finance and the VP/CFO of the Sea Ray Boat Group. Prepared budgets, forecasts and strategic planning. Implemented Oracle financial software and improved reporting efficiencies. Integrated plant acquisitions into the financial system. Completed all accounting functions and activities, including closing procedures, financial statements and supplementary reporting. Calculated and reviewed federal and state tax calculations, bi-annual pricing for all product lines, cash flow and capital spending

Reported to the Director of Accounting. Prepared budget variance analysis, reporting for management; reconciled internal financial statements and analysis; maintained fixed assets; approved invoices and expense reports; and ensured compliance with company accounting policies.