• Lead the annual budget for the organization across 11 divisions and 20 departments with annual revenue exceeding $330+ million. Includes bottoms up build by revenue streams, headcount analysis across division/department, and vendor level analysis for non salary accounts.• Business-partnered with organizational leaders to revamp financial reporting processes and develop standardized reporting packages to aid in key business decisions; includes review of key financial results, headcount trends by division and department, review key revenue and margin drivers, • Established the capitalized labor process for software development, driving $26m in EBITDA savings annually. Includes monthly coordination with accounting and key IT department leaders, maintaining workbooks to track and calculate spend by initiative, and reviewing initiative descriptions to determine proper P&L classification in accordance with US GAAP guidance. • Collaborate directly with the CFO to develop presentations on business performance metrics and analysis for quarterly Board of Directors meetings. Examples include summarizing key financial metrics (Revenue, GM $/%, OPEX, Adjusted EBITDA, Key expense groups, and headcount) versus budget, acquisition review, and ad hoc analysis based on the board and CFO’s requirements.• Lead ad-hoc analysis and projects including pricing models to assist in capturing new business, call center efficiency analysis to manage headcount in relation to revenue, and investment/resource allocation to support management goals with investors.• Manage two direct reports, actively developing their skills to produce on-time and accurate monthly reporting and enhance their analysis reviewing monthly results versus comparables.

• Partnered with the COO and direct reports for ad hoc financial modeling to assess impact of “value capture” portfolio initiatives (i.e. vendor or specific product group conversions)• Coordinated the tracking and consolidation of financials for implemented “value capture” projects which include headcount reductions, indirect spend reduction, and strategic sourcing initiatives. • North American lead for DPO portion of CEO sponsored Working Capital initiative.• Oversaw the development of financial forecasting and results analysis to stabilize key strategic serum businesses with annual revenue of $54m. • Implemented a key tuck in acquisition, annual revenue of $23m, which included establishing the accounting function, financial analysis reports, standard cost development, and implementing SAP.• Worked directly with executive management to develop assumptions for sales, gross margin, and operating expense as part of the annual budget process for two strategic serum businesses and a category management group with total operating expense of $30m.• Partnered with the VP Finance for the Emerging Businesses/Latin America division to develop ad-hoc reporting and analysis, monthly financial roll up, and budget construction for a portfolio with annual revenue > $500m.• Full ownership of the Costa Rica finance function, total annual revenue of $3m, ensuring the timely reporting of accurate financial results, satisfactory internal controls, and appropriate month end accounting close processes. Implemented the analytical review reports to help business leaders understand their segments (distribution, services, and manufacturing).• Assisted 10 newly acquired businesses, with total annual revenue of $282m, by implementing standard accounting practices and appropriate internal controls.

• For assigned audit areas: performed risk assessment by gaining an understanding and documenting the respective business processes, identifying risks and controls inherent in those processes, evaluating them and identifying control deficiencies/opportunities for improvement; evaluate control effectiveness through transaction testing; and perform substantive audit procedures; and identify misstatements/errors in account balances/processes.• Analyze financial/operational data to identify trends, root causes of business issues, and/or opportunities.• Review staff work papers to ensure compliance with department quality standards, and provide timely feedback.• Interact with senior members of Corporate and location management; presented findings and recommendations based on the results of the audit• Share “best practices” identified at other locations.• Participated in recruiting efforts for VWR at Temple University by attending various events and speaking with potential candidates.