Financial management of the European Division $120 million Inventory. Determination and review of all inventory provisions and NRV analysis. Development of monthly cost of sales and gross margin forecast. Approval of month end revenue recognition simulation. Management of local team. Development and management of audit requirements and Sarbanes-Oxley business controls. Develop inventory projections and analytics. Accounting management of all liquidation activity. • Streamlined procedures for closing process, eliminating duplication of tasks and increasing transparency. • Implementation and leadership of pre close margin review, leading to transparent and timely view of gross margin. • Financial business representative on SAP design and implementation teams. • Developed business partnership with European Supply Chain, driving clear identification of gross margin issues. • Instituted regular reviews of liquidation sales, standard cost development and inventory projections. • Restructured standard costing methodology and process, resulting in proper valuation of inventory, reduction of monthly revaluation entries and increased gross margin transparency.

Creation and leadership of Wholesale Finance Function in newly established shared service organization. Annual turnover of $800 million and expense base of $300 million, driven by double digit top line and bottom line growth. Management of annual budget and forecast updates. Instituted seasonal customer and brand forecasts in regional business units. Hire and manage local and remote team. Drive analysis and transparency into key business, revenue and cost drivers. Development and monitoring of KPI’s. • Designed and implemented financial support and partnership function within the European Wholesale Management Group. • Developed business case scenarios and P&L’s for all brand launches, capital expenditures and corporate initiatives, leading to business transparency, identification of opportunities and risks, and achievement of profitability targets. • Designed accounting procedures and process improvements, resulting in streamlined month end close. • Re-engineered customer pricing structures, driving margin enhancement and increased customer profitability. • Partnered with IT Group to develop Customer and Brand Data Warehouse, driving enhanced business analysis and reporting. • Designed financial training course for Europe Sales Leadership. Development and management of sales incentive program. • Implemented quarterly management reporting and commentary.

Financial management, commercial support and business partner to 7 Regional Business Units with annual sales of $120 million. Travel Retail, Distributor and Domestic Markets. Leadership of annual budgets and monthly forecasts. Management of monthly closing and quarterly audit process. Manage local and remote team. • Establishment of new, centralized Supply Chain Finance and Accounting function. • Identification of risks and opportunities. Review and determine countermeasures with Senior Management. • Evaluation and approval of pricing structures and strategies, develop business plans for corporate initiatives.

Financial management, commercial support and business partner to Business Unit with annual sales of $70 million. Management of local Finance, Customer Service and Sales Administration team. Development of annual budget, forecast updates, pricing models, business plans and capital requirements. Mentor local team about financial performance. Manage month end close. • Re-engineered Customer Service Department, maximizing efficiency by combining orders and increasing average invoice value. • Restructured accounts payable process, combining invoices and reducing volume of payments. • Developed management package covering brand and customer activity by sales area, P&L by segment and business review.

Seconded to Geneva to play key role establishing central management accounting function in a new shared service organization. Management of Pan European budgeting process and long term plan. Monthly close, quarterly audits and management reporting to U.S. Headquarters. • Drove improved forecasting, increased profitability and business transparency. • Developed business partnership with regional business units and Geneva based senior management.

Responsible for management of annual planning process and budget updates for twenty international affiliates. Monitored and insured consistency of reporting to Elizabeth Arden and Unilever National Management. Business partner to EVP International and international affiliates. Maintained international trademark and royalty agreements. • Developed business partnership function with new Global Marketing team. • Designed and implemented international brand profitability package.

Financial support and business partner to Corporate Packaging, Purchasing and Manufacturing departments. Managed global cost estimates and related margin analysis for all product launches and promotions. Prepared manufacturing cost studies, make buy analysis and sourcing comparisons. • Developed financial impact related to global product value analysis. Realized annual cost of sales savings of $1 million. • Partnered with Supply Chain leadership and consultants on inventory reduction program. Reduced annual inventory by 10%