Role includes acting as Chief of Staff for the Chief Audit Officer, manager of the Data Analytics team for the department and co-leader of the SOX Center of Excellence. Work with 6 other audit managers to ensure department goals are met, schedules are coordinated, and personnel are recruited. Manage 8 data scientists to perform data analytics on audits to help find risk areas and trends. Prepare all internal audit materials for the Audit Committee of the Board of Directors.
Selected Contributions:
• Led creation of audit department's five year strategic plan.
• Finalized SOX testing contract with Big 4 accounting firm and ensured on-time performance of walkthroughs and testing.
• Created improved talent strategy and helped improve internal recruiting pipeline.

International assignment in Mannheim, Germany focused on improving the financial planning & analysis, cost accounting and R&D reporting for an acquired engines manufacturing business in Germany. Led the management reporting area of the finance department with 12 direct and dotted line employees. Company structure included main manufacturing plant, 4 service centers and 12 international subsidiaries. Selected Contributions:
• Split financials from one integrated P&L into 3 segment P&Ls for better analysis of product lines.
• Improved general ledger uploading process from local ERP to corporate ERP, creating ability to load cost centers one to one between systems and allowing easier reporting through corporate tools.
• Improved monthly reporting process to internal management, including pre-closing profit estimates, removing two days between closing and reporting and improving the quality of analysis given for corporate reporting.
• Implemented standard and structured reporting for R

Financial Planning & Analysis Manager in charge of consolidating, reporting and forecasting for multi billion dollar large engines division. Collaborated with 4 different profit centers containing 20 global manufacturing sites to gather monthly, quarterly and annual forecasts. Presented monthly results and high level analysis of division's global operations to division Senior Vice President and Division CFO. Selected Contributions:
• Managed multiple forecast scenarios to give upper management visibility to revenue and profit changes due to volatility in oil and gas markets.
• Helped lead cross-functional team tasked with reducing annual direct material cost by $70M. Created method to more accurately report progress against goals to enable faster decision making.
• Collaborated with finance staff and division leadership on new segment reporting method to give division Vice President greater visibility to product line profitability.

Plant controller for captive iron foundry producing cast engine blocks, heads, liners and housings. Managed full P&L for the $200M plant. Directed staff of four employees and oversaw all accounting functions including general ledger, financial analysis, product costing and internal controls. Acted as plant's Commercial Manager by soliciting insourcing projects to the foundry through engineering and purchasing functions. Collaborated with internal management to bring insourcing projects to production. Selected Contributions:
• Managed the day-to-day accounting functions consisting of financial analysis, profit and cash forecasts, product costing, and capital asset project feasibility.
• Key member of management during sales downturn that led successful efforts to reduce overhead and mitigate lost profits. Created detailed monthly overhead tracking tool to ensure goals were met.
• Quickly learned foundry operations and worked to insource 6,500 annual tons of castings, representing an

Directed and managed day-to-day financial and accounting functions for a growing project management firm. Managed accounting department staff of eight employees while overseeing financial analysis and audits, general ledger, accounts payable and receivable, bank reporting, and information systems. Developed working relationships with stakeholders and constantly looked for and delivered ways to strengthen financial performance. Selected Contributions:
• Directed the preparation of financial statements, business activity reports, financial position forecasts, and reports required by regulatory agencies as well as reviewed for accuracy and data integrity.
• Key member of corporate leadership team contributing both financial and general business perspective.
• Reduced bad debt by 40% in first four months by uncovering invoicing inaccuracies and creating productive relationships with customers.
• Performed ERP requirements analysis and successfully implemented SAP Business ByDesign with

Selected Contributions:
• Quickly became Subject Matter Expert for the plant after going live with an SAP R/3 implementation.
• Trained employees and staff in both finance and operations in functional and reporting capabilities.
• Oversaw and tested Sarbanes-Oxley controls for the plant and acted as plant liaison for internal audits.
• Developed and audited monthly and quarterly financial statements and controlled P&L with strong analytical skills and problem solving capabilities.

Selected Contributions:
• Collaborated with operations management to create $170M annual operations expense budget including multiple financial scenarios that allowed for ability to quickly react to business environment.
• Performed cost center month end close including variance analysis for labor, scrap, and period costs.
• Led accounting activity on material cost reduction including reporting to plant management on progress.
• Partnered with cross-functional team members and management from other Company departments to understand needs and to provide insightful reporting to assist with decision making.

Selected Contributions:
• Uncovered historical pricing discrepancy from customer resulting in $150K back payment and adjustment for all future payments.
• Created and implemented new monthly reports that reduced closing process time for all plants by 10%
● • Implemented new inventory process at largest vinyls warehouse that consistently had annual write downs greater than $500K. The new process improved the write downs to less than $25K annually.