Experience

The AZEK Company

• United States
• Wholesale Building Materials
• 300 - 400 Employee

• Finance Director- Rail

  • 2023 - Present



Oldcastle Infrastructure

• United States
• Construction
• 700 & Above Employee

• Interim General Manager and Commercial Director

  • 2022 - Jan 2023

  ★ Selected to serve as interim general manager and commercial director, providing leadership and governance for a Building Products division of CRH, a $36.2 billion, Fortune 500 company. • Architect and execute the strategic vision. Author scalable and sustainable growth strategies, create measurable and trackable metrics, identify risks and opportunities, institute new processes, and re-engineer existing procedures to establish and continuously improve operational efficiencies and profitability.• Evaluate the present state and create future state, short-term and long-term business plans. Make deep-impact decisions and partner with executive leadership to drive profitability and achieve organizational objectives.• Lead daily operations and manage direct reporting senior managers. Create and track KPIs, recruit and hire staff, evaluate individual performance and skills, create personal success plans, and develop future leaders.• Lead organization to topline growth and 28% YoY and 32% EBITDA growth.• Improved ASP across all product lines by 15%-25% above inflationary cost. Overall contribution margin expansion by 5-10% of product lines.• Redesigned commercial organization to improve efficiency in quotes, take-off, and project management. • Developed improved SIOP process to reduce OT, and drive production to invoicing process. • Developed high-performing commercial operations and project managers to improve days from produced to invoiced by 30%.• Redeveloped quoting tools to forecast realized margin more accurately.• Integration partner for a $350 million acquisition to help standardize organizational design and system go-live improvements.• Partner with a Centralized ComEx Team on price, performance, and commercial tool adoption.• Implemented market-based pricing to reduce pricing variation and better understand the cost to serve.• Lead Strategic Workshops for CRH annual conference on data standardization and process improvement. Show less

• Director of Operations

  • 2020 - 2022

  ★ Oversaw Operations, Manufacturing, Supply Chain, and Planning for 12 facilities across 6 states, including over 10 direct reports and over 500 production employees. Responsible for over $20+ million in Capex Expenditures.• Integration partner for 6 new facilities acquired from Safety, KPIs, and Performance Improvement.• Drove YoY improvements in Safety by over 25% (TCIR, NMPH, and DART), Improved Operational cost by 15%, and OTIF by 10%.• Selected to lead Operational Performance Team of 25 plant managers for Best Practice Adoption, Standardized, and 5’s Improvements.• Implemented monthly 5’s program across all facilities to drive improved efficiency by 15% and increase Safety Performance.• Implemented 2 plant footprint optimizations across the region to standardize products and reduce complexity as well as increase efficiencies in plants.• Responsible for the Organization Development and Talent Management of the team. Targeted 2 individuals as HIPO and developed IDP for all management teams. Show less

• Area Controller

  • 2019 - 2020

  ★ Led the Finance, Accounting, and Business Process Engineering teams across 6 plants, 4 states, and 2 CBUs.• Led Integration of recently acquired business to standardize ERP, Reporting, and Business Processes.• Implemented weekly and monthly KPI Management reviews to drive action plans to improve profitability.• Tagged as a top performer to be part of the budgeting and planning overhaul process. Implemented ground-up Costs and Profitability targets for each plant. • Partnered with Area General Manager and Regional Presidents to drive 6% Contribution Margin improvements and Double-Digit 15% EBITDA improvements.• Led Consolidation of the plant to reduce FOH, optimize product rationalization, and increase area profitability. Reduced Accounting staff, saving over $300,000 while improving metrics and timely reporting.• Oversaw Capex projects over $10 million per year for PPE and executed capital leases for material handling equipment.• Implemented automated Tableau and Power BI dashboards for Commercial, Operations, and Project Management Scorecards.• Tagged as OpEx 2.0 Finance partner to Plant Managers and Operations Directors to align and improve operational reporting across 80 plants. Standardized 6 metrics (Efficiency, OT, Scrap, OTIF, First Pass Yield, NMPH) and data capturing for all locations.• Partnered with the State of Illinois for a plant closure due to imminent domain, recouping over $5.5 million due to closure and forecasted profitability. Show less



Mosaic North America

• United States
• Advertising Services
• 700 & Above Employee

• Sr. Finance Manager

  • 2018 - 2019

  ★ Led North American Marketing USXM Financial Operations team of three managers and three analysts, for a $300 million Private Equity-Backed Service Agency. • Implemented Salesforce time tracking initiatives to drive a better understanding of project-level margin analysis and overall utilization studies. This resulted in gross margin improvements and better visibility to cost control initiatives. • Strategic Finance partner leading pricing analysis and negotiations with key clients including Starbucks, Anheuser- Busch, Bacardi, Walmart, and other CPG clients. Successfully rolled out 3-7% pricing improvements across key clients. • Implementation of new customer acquisition cost targets based on revenue, margin value, and a customer segmentation model to drive higher increases in the conversion process. • Oversaw team for development and implementation of a CBU level Dashboard and KPIs. Developed monthly reporting cadence for Sr. Management review. • Responsible for forecasting, budgeting, and reporting for North America USXM Divisions. Overall improvement of forecast to 95% accuracy from less than 80%. • Implemented Monthly Business Initiatives with the IT team to align on project sprint prioritization for Salesforce, Oracle Quoting systems, and Oracle Fusion ERP systems. Show less



James Hardie

• United States
• Wholesale Building Materials
• 700 & Above Employee

• Business Controller

  • 2015 - 2018

  ★ Oversaw Functions of Finance, Accounting, IT, and Supply Chain including 6 direct reports and a total team of over 10 employees across multiple locations for a $2.0 billion Global Building Products Supplier.• Establish departmental KPIs for each function and monitor and manage weekly/monthly progress to each target. Identify on-track/off-track programs and establish resource plans for corrective actions. • Marketing- Program ROI, Cost Per Lead/Conversion Process.• Operations- Contribution Margin, Service Levels, Labor and Waste Utilization, Plant Capex Planning, Costing, and New Product Cost Models.• Organizational- Competitor/Market Baselines and Intelligence, Market Growth, and Fixed Cost Trends.• Established go-to-market pricing strategy for various regions in the US through competitive analysis, regional mix drivers, and value add pricing strategies to maximize profits in each region. • Led an ERP implementation for customer order entry, shop floor production scheduling, and procurement systems. Established monthly and weekly system upgrades/testing following SDLC plans to drive continuous improvement plans.• Led overall Budget and Operations plan for two manufacturing facilities including sales demand, pricing, costs, overhead, and fixed costs. • Organization responsible for monthly and weekly operational and financial reporting highlighting trends and opportunities in the business and driving action plans to address outliers.• Led Monthly/Quarterly business reviews at CFO and Sr. Leadership level on key strategic initiatives.• Responsible for Board Level Meetings Presentations tracking against Acquisition Board Proposal Targets and gaps in strategic initiatives.• Established Market Launch Stage gate process overseeing market launches, including collaboration with Supply Chain, Finance, IT, Manufacturing, Logistics, Sales, and Marketing. Show less

• Financial Analyst III

  • 2014 - 2015

  ★ Led Due Diligence activity for acquisition targets including areas of Finance, Supply Chain, Logistics, Procurement, & IT.• Establish Plant and Business KPIs around Price, Spend, contribution margin, and customer profitability. Establishing Key spend KPIs and driving a reduction in overall labor of 5%, variable of 12% and a fixed cost spend of over 10% YoY while increasing revenue.• Established sales and price agreements with key customers to streamline plant operations to increase scheduling efficiency for further optimization of customer profitability.• Established SIOP process between sales and operations to improve customer service delivery from below 90% to 96%, establishing key customer production schedules to reduce downtime by 10%.• Established NPD process to review new customer business profitability to improve profitability through capital investment, pricing rebids, and/or operational improvement plans.• Key Integration team member of previously acquired vertically integrated supply partner.• Established Weekly and Monthly KPI and Trend Analysis on Overall Spend, profitability, customer service, and action plans around outliers. Show less

• Financial Analyst II

  • 2012 - 2014

  ★ Provided financials, sourcing, and feasibility analysis including Raw Material Trend Analysis, Vendor spend analysis, and RFQ price analysis for Category Managers and the Director of Procurement.• Executed pulp supply direct shipment program to maximize direct rail savings of $1.2 million with support from plant personnel to minimize impact to plant operations• Provided analytical support and strategy to the MRO Category Manager to segment the MRO vendor database and highlight opportunities for vendor consolidations, national contract opportunities, and ongoing support of executing contracts to monitor plant conversions. This resulted in an annual savings of over $1 million on core consumable products in addition to an annual rebate program and additional plant service support.• Provided monthly analysis and reporting including Manufacturing Cost Savings Report, Raw Material Trend, MRO Spend, MGA Spend, SGA Spend, Overall Pulp Category strategy, and Raw Material Forecast• Assisted in developing and consolidating the Raw Material forecasts and budgets to be consolidated in the overall company monthly, quarterly, and annual operating plans.• Prepared a monthly procurement dashboard and KPIs for business leaders to highlight current activities and additional opportunities across the business.• Provided ad hoc analysis for Category Managers in reference to index/market item pricing, adherence to contractual pricing, vendor spend, fiscal year forecasted vendor spend, and year-over-year material/cost analysis. Show less



NSG Group

• Japan
• Glass, Ceramics and Concrete Manufacturing
• 700 & Above Employee

• Building Products Accountant

  • 2011 - 2012

  ★ Served as a building product accountant for a $5 billion Global Building Products & Automotive Glass Manufacturer (Tier 1 Supplier). 2012 Global Financial Management Development Program Delegate based in the United Kingdom.• SAP Super User for FICO/MM/SD Modules.• Prepared Building Products and North American monthly financial white paper results for North American BP Business Line Management.• Actively worked across business functions to establish monthly forecasting and variance analysis as required and dictated by senior management.• Assisted in preparing budgets and forecasts for three manufacturing facilities and led budgets for Centralized Building Product functions.• Prepared journal entries and assisted in month-end closing responsibilities, including reconciling, and agreeing with inter-company balances.• Tracked and reported Capital Spending and Emergency Maintenance Repair projects in coordination with Plant Controllers in excess of $40 million per year, per plant. Show less

• Internal Auditor

  • 2009 - 2011

  ★ Ensured Japanese Sarbanes Oxley (JSOX) compliance across all three North American business units and global operations in conjunction with European and Asian audit teams.• Audited strategic business areas including Accounting, Accounts Payable, Accounts Receivable, Cash Management, Competition Compliance, Information Systems, Procurement, and Supply Chain.• Established audit plans for pre and post-implementation of SAP Software to ensure compliance. • Rolled out Internal Minimum Controls across emerging and developing Mexico business units.• Post-acquisition and due diligence review of newly acquired businesses in Romania and Hungry.• Communicated audit results and findings with Audit Committee and Senior Management, including Business Line Presidents and Regional Finance Directors. Show less

• Capital Purchasing Analyst

  • 2008 - 2009

  ★ Captured and reported cost savings projects, purchase price variances, operational cost variances, and working capital improvements for North America.• Negotiated contracts and scheduling agreements for a capital project in excess of $20 million for new product lines and product line improvements.