Directed Legal, Accounting, Risk Management, Billing, Credit and Collections departments. Part of leadership team and reported to CEO.• Successfully navigated company through the Covid crisis by driving improvements in cash flow, obtaining a PPP loan, and formulating plans to move to a largely work at home environment.• Streamlined contract review and negotiation process by implementing contract management system and establishing defined accountabilities between General Counsel and CFO. Over 200 customer contracts are reviewed and negotiated annually. • Led a change in the culture of the billing department to become more collaborative with the operations and sales departments. This resulted in a reduction in time to send invoices to customers which improved cash flow.

Served as part of leadership team in completing corporate strategic transformation from organization with 13 newspapers and ten television stations to company with 33 television stations, 34 radio stations, and growing national digital media business over six-year period. Directed corporate development, financial planning/analysis, accounting, treasury, tax, risk management, business continuity, real estate, and procurement functions.• Negotiated and executed unprecedented double spin/double merge transaction with Journal Communications structured as stock-for-stock swap with payment of one-time cash dividend. This transformational deal enabled Scripps to exit the newspaper business and double their portfolio of broadcast properties.• Led extensive investor relations effort immediately after closing the Journal deal to introduce the new company to current/potential equity and fixed income investors, including preparing financial information for the combined entity to help investors understand historical pro forma performance.• Oversaw negotiations and financing of acquisitions of four television stations from McGraw-Hill in 2011 (first major acquisition of broadcast television properties after 2008 financial crisis).• Reengineered finance and accounting organization from decentralized to centralized structure by standardizing processes, offshoring most transaction work, and appointing global process owners.o Reduced costs by 15% and increased team effectiveness.o Implemented new budgeting and planning process to cut annual budget cycle in half and improve operator visibility into budget.• Quickly gained confidence of diverse board of directors of family-controlled public company, including three Scripps family members, by effectively employing straightforward communication style with board.• Created investment scorecard for board of directors to track progress and increase accountability for major strategic company initiatives.

Oversaw financial operations of $1,800,000,000 call center division in functional capacity of business unit CFO, with goal of restoring growth. Served as company chief accounting officer, directing global operations of accounting, treasury, tax, risk management, business continuity, and corporate real estate. Directed annual budget and strategic planning processes. Managed 120 direct and indirect reports. Served as second in charge to CFO.• Navigated company through potential liquidity crisis during economic meltdown from 2008 to 2009 by driving improvements in free cash flow; structuring creative tax-advantaged, debt-for-debt exchange; securing $125,000,000 accounts receivable credit line; and leading business process reengineering initiatives focused on cutting costs $100,000,000 per year.• Led company treasury, tax, and risk management organizations to support growth through acquisition strategy.• Performed enterprise risk management assessment and reviewed results with audit committee.• Directed all aspects of finance committee of board of directors.• Drove significant improvements in corporate cash flow and liquidity position while mitigating financial risk exposure by managing foreign currency derivative portfolio of over $650,000,000 to cover exposures in Canada, India, and Asia.

Directed financial performance of $120,000,000 global division, involving extensive travel to operations in Europe, the Middle East, and Singapore. Led cross-functional team in developing global manufacturing strategy based on relative costs, customer requirements, and required investment.

Led, built, and expanded operations of recently acquired business with six business segments, generating annual sales of more than $70,000,000. Managed sales organization of 50 direct/indirect reports and 12 independent partner agencies as well as oversaw marketing and training departments.

Recruited by newly appointed CEO as part of small team tasked with transforming company into global operation. Responsibilities focused primarily on identifying, analyzing, and developing M&A opportunities, second only to the CFO in this strategic growth area. In addition, managed operations of Treasury, Billing, and AP departments, overseeing performance of a staff of 20. Developed written investment policies for pension fund manager and reported fund performance to the Board of Directors.• Played instrumental leadership role in driving expansion of international operations, that attained profitability in the first month and has grown from zero to 40% of total company revenues.• Served as principal negotiator for three domestic and two international acquisitions.• Increased productivity in AP and Credit departments 20% while reducing headcount, despite significant increase in business activity.• Negotiated $150 million revolving credit facility with six banks.

Arranged $360,000,000 credit line to finance major strategic acquisition. Developed high-return, risk-controlled investment policy objectives for $120,000,000 defined benefit plan.