■In charge of all Finance and Plant Controllerships of 9 plants, which included identifying and resolving financial problems to ensure root causes were successfully analyzed, solutions were found, and modifications made to prevent any reoccurrence■Built an organizational culture and led in a manner in which passion for excellence and continuous improvement was important, including staff development and mentoring, as well as performing mid and annual reviews■Planned, organized, directed, monitored, and evaluated financial and accounting work■Closed books on a monthly basis, ensuring inventory, shipping and receiving and raw material costs were inline■Prepared monthly financial statements, reviews and reconciliations, as well as prepared the annual budget, and quarterly forecasts■Utilizes manufacturing process costing, as well as SKU costing, analysis and sustainability to improve inventory control levels and supply chain management■Presented $150M budgets, improvements, pricing models and valuations to Board of Directors, and reviewed reports to analyze projections of sales and profit against actual figures, budgeted expenses against final totals, and recommends methods of improving the planning process as appropriate■Developed and implemented policies, procedures, standards and systems for operational and fiscal areas and monitors performance to ensure effectiveness and efficiency of programs■Worked consistently with cross-functional teams such as, banks, big-four accounting firms, risk management (RMI), and statutory government agencies■Assisted in more than doubling in sales, preferential pricing, pricing models, credit lines, and took high risks, which resulted in an increase from $28M to $63M in annual sales■By utilizing the Just-In-Time (JIT) manufacturing process, processes improved the bottom line from $200K to +$7M

■In charge of all staffing, employee development and performance evaluations■Ensured all annual budgets, forecasts, financial reporting and monthly close processes were performed successfully■Defined and implemented manufacturing costing standards and associated measurement of production results, which significantly reduced overall costs■Led Oracle implementation of Manufacturing Resource Planning (MRP) system to enable a more efficient production process, while held responsible for SOX and Internal Audit compliance■Focused on consistent process improvement through definition, implementation, tracking and measuring of productivity enhancements, enabling staff and process efficiencies to result in a smarter work environmentBUSINESS & TECHNICAL SKILLS‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾Strategy| Planning| Tactical Execution| Operations Management| Resource Optimization| Staff Development| Training| Coaching|Vendor Management| Contract Negotiations| Continuous Improvement| Cost Saving Strategies| Key Performance Indicators (KPIs)| Budgeting| Forecasting| Leadership Development| MS Office| GAAP| Profit & Loss (P&L)| Balance Sheet (BS)| Cash Flow (CF) Statements| Manufacturing Resource Planning (MRP) (JIT) Just in Time Manufacturing Process| Productivity Enhancements| (ERP) and Implementations| (WM ORACLE) (QC) Hyperion| IMRS (WIRS)| SEC Reporting| SAP R/3| Sarbanes-Oxley (SOX)| Internal Audit (IA) Big 4|Audit Compliance

■Led Accounting and Finance staff of 35, as the top Finance Executive, with Controller and Sr. Managers of Accounting, Financial Reporting and Strategic Initiatives as direct reports■Managed all annual budgets and forecasting processes, while facilitating the financial monthly closing process and job costing process, which included over 4,000 open projects■Initiated and implemented “One Card” program for small purchases and Corporate T&E resulting in monthly savings in excess of 25%■Replaced current ERP system by initiating vendor search, defining system requirements, and leading conference room pilots, vendor selection, and contract negotiations■Implemented productivity enhancements through automation, which enabled staff and process efficiencies and a smarter work environment■Considered the Ernst & Young partner contact and Management Letter signee■Increased customer service levels through stringent staff training, benefiting in timely and effective customer response and a significant decrease in overall staff error ratesBUSINESS & TECHNICAL SKILLS‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾Strategy| Planning| Tactical Execution| Operations Management| Resource Optimization| Staff Development| Training| Coaching|Vendor Management| Contract Negotiations| Continuous Improvement| Cost Saving Strategies| Key Performance Indicators (KPIs)| Budgeting| Forecasting| Leadership Development| MS Office| GAAP| Profit & Loss (P&L)| Balance Sheet (BS)| Cash Flow (CF) Statements| Manufacturing Resource Planning (MRP) (JIT) Just in Time Manufacturing Process| Productivity Enhancements| (ERP) and Implementations| (WM ORACLE) (QC) Hyperion| IMRS (WIRS)| SEC Reporting| SAP R/3| Sarbanes-Oxley (SOX)| Internal Audit (IA) Big 4|Audit Compliance

■Directed Client Accounting operations of over $2.2B for 60 professional accountants including hiring, work performance, and budgets■In charge of a broad scope of Financial Statement operations for CBRE’s corporate clients, conducting business in Canada and the United States■Named “Core” project leader for corporate wide credit card project and rollout, and in charge of department’s Sarbanes-Oxley and SAS70 compliance initiatives■In charge of annual budgets and named the world-wide lead for JD Edwards “Enterprise One” migrationBUSINESS & TECHNICAL SKILLS‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾Strategy| Planning| Tactical Execution| Operations Management| Resource Optimization| Staff Development| Training| Coaching|Vendor Management| Contract Negotiations| Continuous Improvement| Cost Saving Strategies| Key Performance Indicators (KPIs)| Budgeting| Forecasting| Leadership Development| MS Office| GAAP| Profit & Loss (P&L)| Balance Sheet (BS)| Cash Flow (CF) Statements| Manufacturing Resource Planning (MRP) (JIT) Just in Time Manufacturing Process| Productivity Enhancements| (ERP) and Implementations| (WM ORACLE) (QC) Hyperion| IMRS (WIRS)| SEC Reporting| SAP R/3| Sarbanes-Oxley (SOX)| Internal Audit (IA) Big 4|Audit Compliance

Director - NA Shared Services 2002- 2004‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾■Led a team of approximately 50 employees with four direct managerial reports, including Accounts Receivable, General Ledger, Disbursements, and Travel Services■Managed Financial Statement operations in Canada, Puerto Rico and the United States, which included General Ledger, Accounts Receivable/Credit and Collections, Payroll, Accounts Payable, Travel and Expense Processing, Travel Services, Meeting Services, Travel Card, Purchasing Card, Royalties, Sales and Use Tax and Fixed Assets■Oversaw all contract negotiations for airlines, car, vendors, and hotels, and fully responsible for annual internal audits of multiple processesManager, International Internal Audit 2000 – 2002‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾■Led audits that included: Human Resources, Payroll, Travel and Expense, Sales Administration, General Ledger, Accounts Payable, Order Fulfillment and Purchasing Card■In charge of the worldwide review of employee SAP System Security■Minimized financial and operational risk exposure by developing and implementing a global “risk-based” auditing philosophy to prioritize review of business-critical events‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾‾