Drove financial performance for the business as PMO leader for a 1.7B+ global product group. Facilitated DSO improvements, partnered with technical accounting to implement changes to revenue recognition policy, and develop work processes to support. Developed business cases and recommended capital allocation to support NPI roadmaps for growth, footprint changes and other significant transformation.

Financial Controller for 1.0B+ product business with 7 factories in US and MX.Led all financial reporting, planning and analysis, with a team of 7 plant controllers , a regional controller and a finance manager. Led monthly business reviews and established weekly outlook meetings to drive improved forecasting and consistency in financial reporting.

PBU Controller for 300M+ 3 plant product group, performing month end close , allPlanning and forecasting cycles , led business reviews and weekly outlook discussions, analyzed results and recommended corrective actions to leadership and cross functional teams to drive significant ROS improvement YOY across all 3 years in this role.

Finance leader with cross functional responsibilities for planning and supply chain functions for a $50 OEM equipment manufacturing operation. Reynolds was a vertically integrated aluminum manufacturer that divested all operations between 1998-2000.