• Led the comprehensive Finance separation strategy for the Advanced Materials business spin-off into an independent, U.S. publicly traded company.• Build up corporate finance sub-functions including Corporate Controllership, Treasury, Tax, and more to support the transition.• Achieved successful transition of Business Finance sub-functions like Commercial Finance, Supply Chain Finance and Segment FP&A.• Demonstrate skills in strategic financial planning, team leadership, and change management.

Combining my extensive financial background with Commercial Excellence to drive top-line growth and Margin expansion within the Chief Commercial Office. Closely monitor competitor pricing, order intake rates, backlog and factory capacity for strategic price increase and decrease decisions. Deploy Customer/SKU 80/20 segmentation analysis for differentiated pricing strategies. Optimize DOAs (Delegations of Authority) and monitor discount patterns to mitigate price leakage.Lead a global pricing team of ~25 pricing professionals for Honeywell’s Energy & Sustainability Solutions (ESS) business with an annual revenue of ~$6 billion. This includes the Advanced Materials chemical business and the UOP energy technology and sustainability business.REVENUE GROWTH & MARGIN EXPANSION ◈ PRICING ORGANIZATIONAL TRANSFORMATION ◈ PRICING TOOL DIGITIZATIONPartner with customer by ensuring they receive value. Protect shareholders by ensuring inflation is not a margin headwind.ACHIEVEMENTS◈ Margin Expansion Through Price: Implemented a month regional and line of business pricing review to identify incremental price actions to cover emerging direct material, labor, freight, and indirect inflation enabling 60 bps margin expansion in 2022◈ Price Desk AI Recommendations: Collaborated with Forge data scientist to deploy new Approver’s Dashboard to reduce review cycle time and optimize price capture by providing price comparisons of standard, requested and AI recommended discounts for each BOM item◈ Organizational Transformation: Successful build out of new India Center of Excellence and Houston HQ designed to improve analytical insights, including but not limited to price elasticity, customer and SKU 80/20 segmentation pricing, discount trending by LOB, and regional pricing.

REVENUE GROWTH & MARGIN EXPANSION ◈ STRATEGIC PORTFOLIO SHAPING ◈ FINANCE ORGANIZATIONAL TRANSFORMATIONKEY ACHIEVEMENTS◈ Margin Risk Mitigation: Implemented strategic price increases in 2022 (7.0% list price & 3.75% surcharge), high margin product inventory allocations, and proactive part substitutions to mitigate commodity and labor inflation while growing revenue 35%◈ Strategic M&A Execution: Drove $40M growth via investment in recent acquisition positioning business in strategic growth markets; divestiture of non-core Sprinkler business assets enabling mind-share availability and focus on core business growth◈ Business Planning Alignment: Implemented disciplined approach to partnering with Operations to align the Integrated Financial Plan with the Integrated Operating Plan (inventory, man, and machine capacity) driving 99% forecast accuracy.

As part of the Executive management team for DFS North America, I interact across the organization with both senior and junior team members to deliver our strategic initiatives.STRATEGIC EXECUTION ◈ FINANCE TRANSFORMATION ◈ RISK MANAGEMENT ◈ REVENUE GROWTH & MARGIN EXPANSION WHAT I DID◈ I provide leadership, direction and management of the finance and accounting team delivering cost effective financial compliance and business partnering.◈ I manage the processes for financial forecasting and budgets, overseeing the preparation of all financial reporting. This includes ensuring insightful analytics aid in highlighting opportunities to improve financial and operational performance.◈ I provide strategic recommendations to the North America VP & GM and members of the management team accelerating execution against our strategic initiatives.HOW I DID IT◈ Meet with the North America DFS executive team and key members of the DFS OpCo leadership team to build relationships and gather information related to the strengths and weaknesses of the finance team.◈ Collaborate with the OpCo CFO and FP&A Director to implement a redesigned Monthly financial reporting package and timeline in support of additional corporate financial reporting requirements.◈ Manage key forecast assumptions including dispenser units crates and ships, EMV (Europay, Mastercard and Visa) payment kits, aftermarket parts and warranty, and fuel management system sales.◈ Assess risks and opportunities to earnings and cash flow forecasts.◈ Work with Product Management leadership to identify KPIs that provide insight into our equipment (Fusion, Edge) and Software (Media and iSense) solutions offerings sales and profitability.

PROPOSAL DEVELOPMENT ◈ FORECASTING ◈ STRATEGIC PLANNING ◈ RISK MANAGEMENTWHAT I DID◈ Lead the AMD Corporate Financial Planning and Analysis function.◈ Provided CFO support for monthly AMD executive team operations reviews for a company with a scope that includes over $6.5B in revenue and $1.8B in selling, general and administrative expenses (SG&A).◈ Developed the consolidated enterprise forecasts, annual plan and long-range plan, and support for key stakeholder activities, such as earnings call preparation and Board presentation preparation. ◈ Produced and executed a revised schedule for the 2020 Annual Operating Plan (AOP) process, including early identification of research and development (R&D) and sales and marketing (S&M) allocations to benefiting organizations, expediting segment income identification.◈ Identified and updated the annual GAAP and non-GAAP effective tax rate based on revised financial outlooks for profit before tax, allowing senior management to finalize their earnings scripts earlier in the process.◈ Simplified and improved the annual Long-Range Plan and Annual Operating Plan processes. HOW I DID IT◈ Meet with the company officers to collect input on their pain points and submitted a proposal to simplify the process and accelerate timelines.◈ Collaborated with the SR. Director of Tax to implement an annual effective tax rate (ETR) model.◈ Lead preparation of presentations to the Board and executive leadership.◈ Manage key forecast assumptions including capital expenditure, share count, net interest expense, tax rates, and bonus calculations.◈ Assess risks and opportunities to earnings and cash flow forecasts.◈ Maintain segment profitability reporting methodology and support investor relations messaging.◈ Improve reporting and analysis efficiencies with SAP Cloud Analytics deployment.◈ Partner with HR on the annual corporate incentive plan payout process and production of Compensation Committee presentations.

INVESTOR INTERACTIONS & REPORTING ◈ METRICS & ANALYSIS ◈ BOARD PRESENTATIONSWHAT I DID◈ Raised $150M in capital from business partners to address liquidity concerns related to negative net income driven by underutilized space segment capacity (i.e., satellite transponder capacity).◈ Produced more efficient financial close, resulting in better insights into metrics and analyses and enabling a disciplined approach to measuring return on investment (ROI) and free cash flow performance.◈ Collaborated with Sale and Business Unit leaders to prioritize weekly vendor payments to actively manage cash flows and overall liquidity.Performed as a strategic partner to the Global Eagle CEO, CFO, and the senior management team on all matters related to operational finance including, but not limited to:◈ Corporate financial planning and analysis◈ Business unit commercial operations and financial management◈ Order to cash, Procurement to pay and Payroll processesHOW I DID IT◈ Opened a data room and shared information regarding our financial condition with prospective investors.◈ As the Operations Committee Chair, reviewed and approved material revenue contracts and expenditure projects.◈ Validated pricing models and led initiatives to identify inefficiencies and areas of development and improvement.◈ Partnered with Treasury and Legal to fulfill debt covenant compliance reporting responsibilities. ◈ Collaborated with Treasury and Investor Relations to support capital raise initiatives, business updates, and earnings releases.◈ Partnered with the Chief Accounting Officer and Chief Information Officer to implement a new Chart of Accounts.◈ Effectively communicated and presented critical financial matters at Board and select committee meetings

◈ Served as the Finance Director and key business partner to the operational team for Harris’ $435M Communication Solutions business unit with approximately 900 employees supporting first responders and communications professionals. ◈ Produced short-term deliverables, including improved cash management, profitable growth, talent development, and an optimized business model to generate customer and shareholder value. ◈ Achieved higher profitability deals across large deals and flow (post-system) sales.◈ Provided operational decision support.◈ Oversaw internal and external audit and risk management.◈ Optimized free cash flow, budget, and expense controls.◈ Established financial policies and controls and led the finance function.HOW I DID THIS◈ Partnered with the President to redefine operating routines, performance expectations, and our desired corporate identity as a solution provider. ◈ Revised the delegation of authority, including increasing the number of projects reviewed to bring visibility to lower profitability projects and deals. ◈ Implemented Friday deal day reviews for all escalations based on the revised DOA.◈ Improved profitability with better deal win strategies and close plans via more non-standard pricing reviews (lower DOA levels).◈ Maintained continuous lines of communication, keeping the President informed of all critical issues.◈ Reduced YoY research and development (R&D) $10M annualized by replacing custom features with market-based commercial development.◈ Initiated and implemented restructuring plan to right-size the workforce for current market conditions, resulting in a $7M annualized savings.◈ Upgraded finance staff via recruitment and training and developed a succession plan for team of 35 finance professionals.

EXECUTIVE MANAGEMENT ◈ TECHNOLOGY & ANALYTICS ◈ PROCESS IMPROVEMENT ◈ PROGRAM DEVELOPMENTWHAT I DID◈ Quickly learned about V-SAT communication systems history, recent developments and the CapRock strategy by meeting with Sales, operational department leaders and other CFO Staff members. ◈ Provided operational decision support to the business President, Regional General Managers, Vice President of Shared Services, and other functional leaders of a $350M commercial business. ◈ Administered commercial support for customer negotiations, financial analytics to drive overall capital allocation, improved working capital efficiency, and profitable growth through the introduction of new technologies or products. ◈ Facilitated development of productivity programs with global operating leaders exceeding space segment, voice, and terrestrial annual cost reduction goals.◈ Restructured balance sheet, resulting in write-down of goodwill, obsolete inventory, and aged receivables resulting in the eventual sale to Speedcast. HOW I DID THIS◈ Worked with Corporate Business Development to build CapRock valuation models used with potential buyers supporting the Harris Corporation portfolio shaping decision.◈ Identified new break-even point in early 2015 as oil prices dropped below $40/bbl.◈ Led a team of 35 finance professionals covering regional finance, Financial Planning and Analysis, and global operations.◈ Improved free cash flows via rigorous working capital management practices, including direct and indirect methods.◈ Monitored and improved project performance via monthly project margin reviews, including labor, materials, and other variable cost focus.◈ Implemented allocation methodology simplification reduce the allocation of allocations enabling visibility and ownership of original cost.

The purpose of the role was to be a Strategic partner and advisor to the Well Performance Services CEO- Delivered financial results in uncertain macroeconomic environments (drop in oil prices)- Influenced business model development, deal structures, and paths to profitable growth- Optimized cash flow

CHANGE MANAGEMENT ◈ BUDGET MANAGEMENT ◈ PERFORMANCE IMPROVEMENT ◈ CORPORATE CULTUREWHAT I DID◈ Implemented the Financial Planning and Analysis function inside a recent acquisition (Dresser) with $1.1B in revenues.◈ Partnered with the regional, product line, and functional leaders to optimize orders, produce products cost efficiently and reduce overdue backlog ultimately delivering favorable customer outcomes.◈ Implemented standard global processes that improved the profitability and performance analytics across our global footprint. HOW I DID THIS◈ Executed global budget and forecasting responsibilities, incorporating strategic initiatives and macro-economic factors.◈ Continuously improved performance visibility, working with IT to drive reporting standardization and process improvements by enhancing Hyperion via the implementation of top-side entries enabling GL tie our and accurate KPI reporting.◈ Identified financial and operational performance improvement opportunities and worked with owners to develop action plans.◈ Influenced the finance culture globally by modeling informal collaboration amongst peers to remove the silo mentality.

I demonstrated accountability for budgeting and forecasting profit drivers of growth for a business segment with $7B in revenues and over 26,000 employees, and integrated acquisitions into existing financial planning and analysis processes. ◈ Budgeted and forecasted profit drivers for $7B business segment with 26K+ employees, and integrated acquisition into existing financial planning and analysis processes.◈ Coordinated quarterly pacing estimates, organized weekly total business reviews, and provided quarterly earnings analysis commentary in support of external reporting. ◈ I lead the reorganization of Energy Services resulting in the creation of Energy Management.HOW I DID IT◈ Collaborated with Commercial, Sourcing, and Supply Chain to incorporate operational risk into forward-looking financial models.◈ Coordinated pacing estimates throughout the quarter and organized weekly total business CEO and CFO reviews.◈ Provided quarterly earnings analysis commentary focusing on earnings quality by linking operational drivers to financial results enabling the development of action plans to improve financial performance.◈ Led a team of profit and loss (P&L) analysts responsible for productivity analysis, price and inflation drivers, and volume growth enablers.◈ Delivered standardization and process improvement across business segment financial planning and analysis (FP&A) teams, including acquisitions.

WHAT I DID◈ Implemented all GE & Public Company Accounting Oversight Board SOX recertification requirements.◈ Validated the control environment for all system implementations affecting financial processes, including migrating acquisitions to existing ERP instances.◈ Partnered with operating unit leadership to ensure risks are identified, prioritized, and adequately mitigated for the $14B energy services business. ◈ Remediated a Significant Deficiency related to long-term service contracts profitability forecasting.