Controller

• 2022 - Present

Corporate Controller / Assistant Corporate Controller

• 2015 - 2022

• Spearheads company accounting operations and performance; system implementation, due diligence, acquisition integration, purchase accounting, GAAP, operations, program development and evaluation, internal controls, compliance, risk management, financial modeling/analysis, capital structuring, enterprise transformation, and KPI reports; leads 12+ team members in 50+ locations and 3+ business lines. • Supported company growth of 24%: piloted a highly successful ERP system implementation;… Show more • Spearheads company accounting operations and performance; system implementation, due diligence, acquisition integration, purchase accounting, GAAP, operations, program development and evaluation, internal controls, compliance, risk management, financial modeling/analysis, capital structuring, enterprise transformation, and KPI reports; leads 12+ team members in 50+ locations and 3+ business lines. • Supported company growth of 24%: piloted a highly successful ERP system implementation; delivered financial integration of 15 acquisitions and 1 start-up; reduced financial close by 50% from 10 days to 5 days. • Successfully migrated the entire operational team from Bangor, Maine to the South Portland, Maine location. • Provided greater financial acumen through training and report revamping. • Authored and conceptualized the opening balance sheet post-acquisition (purchase accounting). • Executive member of the Leadership Council. Show less • Spearheads company accounting operations and performance; system implementation, due diligence, acquisition integration, purchase accounting, GAAP, operations, program development and evaluation, internal controls, compliance, risk management, financial modeling/analysis, capital structuring, enterprise transformation, and KPI reports; leads 12+ team members in 50+ locations and 3+ business lines. • Supported company growth of 24%: piloted a highly successful ERP system implementation;… Show more • Spearheads company accounting operations and performance; system implementation, due diligence, acquisition integration, purchase accounting, GAAP, operations, program development and evaluation, internal controls, compliance, risk management, financial modeling/analysis, capital structuring, enterprise transformation, and KPI reports; leads 12+ team members in 50+ locations and 3+ business lines. • Supported company growth of 24%: piloted a highly successful ERP system implementation; delivered financial integration of 15 acquisitions and 1 start-up; reduced financial close by 50% from 10 days to 5 days. • Successfully migrated the entire operational team from Bangor, Maine to the South Portland, Maine location. • Provided greater financial acumen through training and report revamping. • Authored and conceptualized the opening balance sheet post-acquisition (purchase accounting). • Executive member of the Leadership Council. Show less

Director of Finance

• 2014 - 2015

• Championed multi-unit leadership as acting CFO directly responsible for all finance and accounting functions for $45 million dollars in company sales; month-end closing, treasury, cash forecasting, bank compliance, Inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Succeeded in navigating an Article 9 sale of the company; advised and arbitrated with vendors to settle outstanding balances; SME for due… Show more • Championed multi-unit leadership as acting CFO directly responsible for all finance and accounting functions for $45 million dollars in company sales; month-end closing, treasury, cash forecasting, bank compliance, Inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Succeeded in navigating an Article 9 sale of the company; advised and arbitrated with vendors to settle outstanding balances; SME for due diligence with multiple buyers, and successfully negotiated with financial institutions to create new banking arrangements. • Cross-functionally collaborated with the executive team to drive $4 million dollars out of the business annually. • Shaped and supported union negotiations; delivered financials, liaised with union stakeholders, and testified at arbitration. • Succeeded in cutting financial reporting from 3 weeks to 5 days. Show less • Championed multi-unit leadership as acting CFO directly responsible for all finance and accounting functions for $45 million dollars in company sales; month-end closing, treasury, cash forecasting, bank compliance, Inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Succeeded in navigating an Article 9 sale of the company; advised and arbitrated with vendors to settle outstanding balances; SME for due… Show more • Championed multi-unit leadership as acting CFO directly responsible for all finance and accounting functions for $45 million dollars in company sales; month-end closing, treasury, cash forecasting, bank compliance, Inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Succeeded in navigating an Article 9 sale of the company; advised and arbitrated with vendors to settle outstanding balances; SME for due diligence with multiple buyers, and successfully negotiated with financial institutions to create new banking arrangements. • Cross-functionally collaborated with the executive team to drive $4 million dollars out of the business annually. • Shaped and supported union negotiations; delivered financials, liaised with union stakeholders, and testified at arbitration. • Succeeded in cutting financial reporting from 3 weeks to 5 days. Show less

Regional Controllers - Americas

• 2012 - 2014

• Pioneered all aspects of accounting leadership of a subsidiary with sales of approximately $50 million per year with two manufacturing sites and one distribution center including implementing Sarbanes-Oxley Act compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Won a significant increase in bids as a function of remodeling and streamlining the standard cost system. • Drove… Show more • Pioneered all aspects of accounting leadership of a subsidiary with sales of approximately $50 million per year with two manufacturing sites and one distribution center including implementing Sarbanes-Oxley Act compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Won a significant increase in bids as a function of remodeling and streamlining the standard cost system. • Drove creation of value stream financial statements versus location-based. Show less • Pioneered all aspects of accounting leadership of a subsidiary with sales of approximately $50 million per year with two manufacturing sites and one distribution center including implementing Sarbanes-Oxley Act compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Won a significant increase in bids as a function of remodeling and streamlining the standard cost system. • Drove… Show more • Pioneered all aspects of accounting leadership of a subsidiary with sales of approximately $50 million per year with two manufacturing sites and one distribution center including implementing Sarbanes-Oxley Act compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Won a significant increase in bids as a function of remodeling and streamlining the standard cost system. • Drove creation of value stream financial statements versus location-based. Show less

Controller

• 2010 - 2012

• Piloted all aspects of accounting leadership of a subsidiary with sales of approximately $140 million per year including compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Supported revenue growth of 100% by optimizing and transforming workloads and implementing innovative changes. • Successfully implemented plant controlling and standardized reporting; won significant… Show more • Piloted all aspects of accounting leadership of a subsidiary with sales of approximately $140 million per year including compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Supported revenue growth of 100% by optimizing and transforming workloads and implementing innovative changes. • Successfully implemented plant controlling and standardized reporting; won significant improvement in accounts receivable collections as a result of enhancing and expanding cross-functional team dynamics. Show less • Piloted all aspects of accounting leadership of a subsidiary with sales of approximately $140 million per year including compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Supported revenue growth of 100% by optimizing and transforming workloads and implementing innovative changes. • Successfully implemented plant controlling and standardized reporting; won significant… Show more • Piloted all aspects of accounting leadership of a subsidiary with sales of approximately $140 million per year including compliance, month-end closing, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Supported revenue growth of 100% by optimizing and transforming workloads and implementing innovative changes. • Successfully implemented plant controlling and standardized reporting; won significant improvement in accounts receivable collections as a result of enhancing and expanding cross-functional team dynamics. Show less

Controller (Equivalent to Divisonal CFO) Carlisle Power Transmission Products, Inc.

• 2004 - 2010

• Owned global responsibility for all accounting functions of a division with sales of approximately $140 million per year with three manufacturing sites (two domestic and one in Asia) and multiple distribution sites; implemented Sarbanes-Oxley Act compliance, month-end closing, FPA, short and long term strategic financial planning, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Shaped and supported the… Show more • Owned global responsibility for all accounting functions of a division with sales of approximately $140 million per year with three manufacturing sites (two domestic and one in Asia) and multiple distribution sites; implemented Sarbanes-Oxley Act compliance, month-end closing, FPA, short and long term strategic financial planning, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Shaped and supported the successful closure of a cost-prohibitive plant in Minnesota and relocated production to Kansas and China. • Chaired leadership for manpower consolidation of accounting staff from former corporate headquarters to new headquarters as part of a restructuring. • Conceptualized and implemented an innovative costing system for the China location. • Conducted financial analysis for multiple union negotiations. • Facilitated and guided the rental and sale of a vacant building from plant closure. Show less • Owned global responsibility for all accounting functions of a division with sales of approximately $140 million per year with three manufacturing sites (two domestic and one in Asia) and multiple distribution sites; implemented Sarbanes-Oxley Act compliance, month-end closing, FPA, short and long term strategic financial planning, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Shaped and supported the… Show more • Owned global responsibility for all accounting functions of a division with sales of approximately $140 million per year with three manufacturing sites (two domestic and one in Asia) and multiple distribution sites; implemented Sarbanes-Oxley Act compliance, month-end closing, FPA, short and long term strategic financial planning, inventory, cost accounting, accounts payable, accounts receivable, credit, monthly stakeholder KPI reporting, and fiscal budgeting. • Shaped and supported the successful closure of a cost-prohibitive plant in Minnesota and relocated production to Kansas and China. • Chaired leadership for manpower consolidation of accounting staff from former corporate headquarters to new headquarters as part of a restructuring. • Conceptualized and implemented an innovative costing system for the China location. • Conducted financial analysis for multiple union negotiations. • Facilitated and guided the rental and sale of a vacant building from plant closure. Show less