Sep 2022 – Jun 2024 · 1 yr 9 mos · Detroit Metropolitan Area

Mar 2021 – Aug 2022 · 1 yr 5 mos

Jul 2020 – Feb 2021 · 7 mos

Jan 2017 – Dec 2019 · 2 yrs 11 mos

• Proactively partnered with Accounting, Treasury, Mobility, OGC, Tax, Audit and 12 other corporate staffs to achieve effective, efficient, and controlled operational processes. Managed a team of nine.
• Provided essential guidance and policies to help manage risk and ensure SOX compliance
• Assessed control issues, and assisted in the implementation of corrective actions
• Significantly streamlined global Business Continuity Plan and quarterly CaR processes

Jan 2016 – Jan 2017 · 1 yr

• Managed budget, forecast, accounting, financial analyses and internal control for Ford’s global export business with $15 billion in annual revenue. Managed eight team members in Dearborn and had 50 accounting and pricing team members matrix reporting to me in India.
• Reviewed and signed all legal documents for GTS and Ford Trading Company (FTC)
• Proactively restructured GTS finance processes to enable reductions in Finance organization

Jan 2007 – Jan 2016 · 9 yrs

• Oversaw budget, forecast, analysis, reporting and internal control for global Indirect Purchasing organization with $30 billion in annual buy
• Created global material cost reporting structure and led consolidation and reporting including annual business planning, cross-regional supplier analysis, tooling and headcount
• Directly responsible for developing, consolidating and reviewing key material cost metrics for monthly Business Plan Review (BPR) with EVP, Purchasing and Engineering leadership team

Jan 2003 – Jan 2007 · 4 yrs

• Established ACH to transfer 17 automotive components plants and six research, testing and other facilities from Visteon Corporation to Ford
• Integral member of strategic leadership team that included ACH CEO and CFO
• Developed ACH multi-year Business Plan and reported financial performance metrics
• Worked with divestiture team on strategic initiatives to sell ACH plants to viable suppliers

Jan 2001 – Jan 2003 · 2 yrs

• Managed accounting, forecasting, operating plan and reporting of Percepta LLC, a joint venture between TeleTech Holdings and Ford
• Implemented financial policies, procedures and processes for new joint venture
• Established key financial targets that drove operational efficiencies in Percepta call centers

Jan 1998 – Jan 2001 · 3 yrs

• Led internal and external teams in due diligence, valuation analysis and contract negotiations for GreenLeaf LLC, a subsidiary of Ford
• Closed 21 transactions, representing $145 million in annual revenue
• Collaborated with business development team to integrate new entities into Ford

Jan 1995 – Jan 1998 · 3 yrs

• Managed financial matters for commercial fleet unit with over $7 billion in annual revenue
• Negotiated competitive price allowances (CPA) for 100 largest commercial fleet customers
• Developed new online CPA system, standardizing and streamlining future global deals
• Recipient of the “You Know It When You See It Award” in recognition of exceptional contributions to the Fleet office
• Special Studies Manager, Retail Marketing Group
• Established and managed post-program analysis and reporting for Ford Sales Divisions
• Built Annual Percentage Rate (APR) take rate model, using complex regression analysis
• Created tier 3/4 APR analysis and strategy, resulting in annual savings of $120 million

Jan 1993 – Jan 1995 · 2 yrs

• Oversaw banking relationships with over 120 global banks for Ford
• Involved in all phases, including negotiation, of the conversion of stand-alone affiliate credit facilities into $32 billion global facilities, increasing credit facilities by over $8 billion
• Negotiated service fees and cash management agreements with Ford's seven largest operating banks, reducing service fees by 8% over the two-year period
• Designed new treasury workstation with centralized database and received Excellence Award

Jan 1990 – Jan 1993 · 3 yrs

• Managed expenditures and variable costs for the AX4N transmission program. Analyzed business viability of future products for senior management
• Recommended the use of foreign exchange hedging to reduce exposure to foreign payables, saving Ford $350,000
• Conducted study to improve the manufacturing process estimate system and received Powertrain Operations Customer Driven Quality Award
• Controlled all operating costs in Area 2 of Livonia Transmission plant, which manufactured parts with annual sales over $500 million
• Performed monthly plant manager progress report, budget development, efficiency analysis, capital spending decision analysis and performance improvement strategies for Area 2