Carole Westrup

Handpicked in 2014 by the CFO to lead the transformation of the accounting and operation finance organization, resulting in the successful sale to Crestview Partners in late 2018 for 7.3x EBITDA. Accelerated error-free, monthly close process to 5 business days by digitizing all accounting records and processes through software tools that enabled access to our global teams, formalized workflows with auditable approvals. Supported 70 day error-free completion of our independent annual audit, post fiscal year end. Transitioned all accounting functions from the Bay Area to Dallas in 2016, returning both EBITDA upside of $1M to the business, while improving Accounting performance through new, qualified talent. Subsequently launched a project to develop, document, implement and test our internal controls. Additionally, supported Global Operations as the functional Finance leader, driving transparency to costs and variances, and implementing an annual standardized process to revalue inventory by ensuring adequate overhead and burden costs were reflected in our inventory valuations. Working closely with our VP Operations, we developed annual plans and quarterly forecasts that greatly improved our "say/do" ratio. With better visibility to our costs, we opened a factory to produce our touchscreens and moved our US repairs in-house which ultimately lead to an EBITDA improvement of over $5M in our first full year of operations.

- Led a global team which provided strategic plant and operational finance support for 7 factories with locations in Mexico, China, India, EMEA and the US with annual sales of $450M. - Implemented plant scorecards used to analyze and measure cost savings associated with productivity projects which delivered approximately 3.8% savings on total controllable variable costs in 2013. - Provided cost/benefit analysis of various strategic initiatives including vertical integration, rooftop consolidation, and transfers of work both internal and external - Directed all cost accounting activities including annual standards refresh, variance analysis, capitalization of variances, calculation of labor and overhead rates, inventory valuation and adequacy of related reserves

- Integrated After-market service business into existing systems in order to understand operational efficiency and build a platform for continued growth - Provided detailed insight to margin drivers by implementing regional and service product views of financial performance - Assisted BU leaders with profitability analysis related to new service product offerings and optimization of Service mix - Created variable cost basis for all service regions which improved quoting accuracy and highlighted noncompetitive markets and facilitated optimized pricing by region and market - Developed business case to determine feasibility of in-sourcing labor to build talent pool of level I & II installers

- Recruited and trained professional and clerical accounting staff in order to establish A/R, A/P and general ledger functions for the new corporation after the separation from Tyco Electronics. - Managed the accounting integration of 2 aquisitions with revenue contributions of $125M while reducing FTEs required to support multiple business units - Implemented an internet based expense reporting program in 6 weeks, resulting in seamless transition from prior ownership. - Reduced past due A/R balances by $7M in 6 months which improved our cash conversion cycle by 8 days by addressing internal process issues and building cohesive partnerships with functional and Business Unit leaders. - Developed metrics and KPIs to monitor and benchmark functional teams and with a focus on “world class execution” across the accounting organization - Participated in the re-design of our burden and overhead cost structure which has led to increased accuracy of standard costs and improved variance analysis - Managed initiative to offshore several labor intensive, repetitious processes in A/P and A/R in order to reduce overhead costs and maximize the talent of local our team.

Directed all activities of the general accounting and accounts payable departments which supported 5 reporting entities. Lead the transition from multiple redundant accounting departments to a shared service environment.