Privately-held, consulting firm serving Private Equity needs in large- to middle-market companies. Effectively brings Fortune 500 (NYSE) sophistication and expertise to small and family owned environments. Successful creating value in consumer products, manufacturing and distribution spaces.

• JMH Capital Partners, LLC - Acquisition Advisor
• ASGARD Partners & Co., LLC - Acquisition Advisor
• Charlesbank Capital Partners - Interim CFO, Galls, LLC. -10 mos

Mid-market family-owned, private label, food manufacturer. Finance executive on senior leadership team. Responsible for all facets of Finance, Accounting, Audit, Treasury, Tax, IT, Risk Management, and Legal. Led team of fourteen professionals.
Strengthened Finance bench, Earned Finance a seat at the table; enhanced transparency and developed Finance into a sought after business partner - strategic and operational.

Experiences in Corporate: Controllers, Treasury, Corporate Development, Global Supply Chain; Division Finance - Campbell North American, Brand Finance - Prego and Spaghettio's; Business Unit Finance: Campbell Germany (Munich), Campbell Germany (Luebeck). Extensive work experiences domestically and abroad. Transformation experience introducing Lean Manufacturing, Continuous Improvement and Total Delivered Cost to Campbell's 33 plants around the world.

Member supply chain senior leadership team; worked with seven integrated supply chains to introduce Continuous Improvement and Total Delivered Cost to 33 plants. Delivered results using KPIs, cross-functional collaboration, and global best practices. Partnered with SVP Global Supply Chain to develop global strategic plan.
• Grew structural cost savings ~6%/year;
• Enhanced operations reliability +11%;
• Improved working capital - reducing inventory 5 days or $62MM.

Led team of six in consolidation, analysis, and reporting of total Campbell performance. Reported business results through key communications. Worked with Investor Relations and Senior Team to draft earnings releases/scripts and participated on analyst calls. Managed $350mm corporate budget. Direct report to Controller.
• Improved quality of performance analysis; provided structure to the closing
process.
• Coordinated SOX 404 implementation for corporate oversight and control.

Requested to “parachute in” to $190mm business, turnaround supply chain finance performance.
• Assessed talent, improved analytics, introduced cross-training, increased
functional cost center accountabilities; evolved Finance role from
accounting to business partner
• Generated $500k in annual savings with warehouse consolidation
• Reduced labor costs $400k per annum (10%) with flex work model
• Increased projection accuracy >5%; Developed structured operating plan process

Evaluated potential acquisition targets, foreign market entry strategies and analyzed competitors.
• Represented Campbell before French Anti-trust Authorities. Ruling:
favorable.
• Managed disposition of non-strategic European businesses including:
divestiture, “run-out” and “brand fold-in” strategies.

Headed reporting, projection and planning processes of the $4 billion division (57% of revenues). Led analysis of results supporting division P&L and G&A management. Responsible for overall “reporting and planning” system – Oracle Financial Workbench. Led team of five. Direct report to VP-Finance.

Introduced financial leadership to teams managing $300mm Prego and $200mm Franco American brands. Responsible for FP&A including strategic/operating plans
• Built partnership with marketing and brought financial transparency to initiatives
• Provided financial leadership on projects including:
- New products - launched 5 items in 1999, 3 in 2000
- Trade marketing - feature & display to drive incremental volume
- New packaging - 67oz PET and EZO Tops
• Increased Prego market share 2 ppts

Led financial merger of three subsidiaries with sales of $130mm. Responsible for Accounting, FP&A, Treasury, Masterfiles, Facilities (44 reports).
* Merged companies including IT, accounting, reporting systems. Eliminated price sub-optimization, created cost efficiencies, implemented efficient tax structure.
* Improved working capital (AR turnover +20%), enforced spending controls, implemented Capex process.
* Spun-off merged companies to Vlasic
* Mentored direct reports. Hired successor.