Jon Maskevich

• FP&A and Commercial Finance, reporting to the Senior Finance Director. Responsible for managing the full FP&A cycle, cash flow modeling, internal controls, and developing the finance team through mentoring and skills training. Evaluate fiscal viability of new and existing business solutions. • Leveraged collaboration and Excel modeling skills to create a data and insight based budget and forecast process, emphasizing drivers and KPIs. Engaged accounting team to implement controls that improved data integrity and timeliness. Designed and produced monthly performance deck. Led business reviews focused on risk assessments, variance analysis, and viable action plans. • Translated financial data and large data sets into meaningful metrics and commentary. Developed concise analytics and PowerPoint presentations for executive team, lenders, and board of directors. Met tight deadlines and rapidly changing requests with a high level of accuracy. • Restructured our R&D / CAPEX program to instill financial discipline and ensure alignment with the company’s long term strategy by engaging engineering on best practices and strategic planning. Financial modeling included CAPEX, 13-week cash flow, scenario, and ad hoc for executive team and board of directors. Acquisition analysis and financial due diligence for an international acquisition and multiple divestitures. Assisted in restructuring from public to private, and debt amendment. • Led an AI assessment. Advocated for and led multiple efficiency projects. Wrote SOPs and training materials to ensure long term compliance. Supported redeployment of NetSuite. Implemented Oracle Smart View and EPM Cloud.

• Built, developed, and mentored the Transfer Price Team to a high-performance level by growing skill sets, motivating via task delegation, and encouraging professional development. Team was recognized for a restructuring project that resulted in annual tax savings of $4M. Reported to CFO. • Leadership award for formulating & implementing policy and procedures for a major acquisition. The project involved extensive collaboration across the organization, analyzing large data sets, business and competitor research, pricing and financial modeling, and adherence to OECD guidelines. User acceptance and buy-in was achieved through a thoughtful and systematic presentation of policy and financial impact. • Partnered with Sales and Marketing on SAAS and GTM platforms. Scenario and VCM models. • Improved research efficiency by employing SQL to optimize data science and benchmarking.

• Managed budgeting, forecasting, and long-term planning for a global business unit with $1B in revenue and 400 employees. Provided support and analysis for capital spend decisions. Generated raw material forecast models utilizing US Bureau of Labor Statistics, Federal Reserve publications, and European Central Bank statistics. Product portfolio included SAAS and digital platforms. Strong user of Hyperion and SAP BI. Reported to Senior Finance Director. • In-depth P&L analysis to identify key drivers and growth opportunities. Partnered with Sales and Operations to facilitate an average 12% increase in EBITDA. Financial modeling to support decision making. Created procedures and templates that fostered a more systematic and insightful budgeting and planning process. Monthly trend & variance analysis with presentations to functional leaders and CFOs. • Leveraged interpersonal skills and business acumen to identify and resolve long standing conflicts between the global procurement and production planning teams. This enabled controls that reduced excess and obsolete inventory by $1M. • Created a systematic, GL based process to validate PPV was hitting the P&L, thereby eliminating a contentious issue. Trained stakeholders within finance and procurement. • Worked with HR and business leaders to improve headcount tracking and Standardize SG&A reporting.

• Coordinated budgeting, forecasting, and P&L consolidation for nine global factories. Monthly business reviews with divisional VPs and CFOs. Responsible for building formal and ad hoc financial models to improve financial insight and decision making. Reported to Finance Director. • Formulated a model to track the flow of bookings, backlog and revenue, eliminating a long-term issue. • Cash forecasts using a 13-week model with monthly analysis of working capital. Identified and resolved a $600k US GAAP issue. • Mapped, documented, and wrote SOPs for the SFA position. Taught team members to use bridges and walks to maximize effectiveness when presenting to the leadership team.

• Selected to be the Finance Leader for a major business unit. Partnered with senior leadership on strategy, pricing, and costs, achieving record EBITDA within two years. Regular presentations to CEO and VPs. • Leveraged COGNOS BI to align our reporting with company goals and strategy. Identified product line growth opportunities via deep dives and data mining. Strong, hands-on collaboration with Sales and Operations drove revenue and margin growth every year. • Cash flow model and variance analysis. Oversight of POC - ASC 606 accounting, including month-end journal entries and reconciliation. Assisted Controller in annual audits by KPMG. Developed a statistical model that achieved a mean forecast deviation of 3%. Authored Letter of Credit Policy. • Extensive economic and financial modeling with sensitivities, including business expansion and a $40M Oil Sands project. Analytics and commentary for 2012 debt restructure. Scenario and ad hoc analysis.

• Financial planning and project management, reporting to COO and later Senior Finance Director. Partnered with business leaders to identify and execute revenue and margin opportunities. Managed FP&A cycle for regional factories. • Designed and implemented an innovative strategy and analytics program leveraging Crystal BI. The focus was customers, product lines, and post-sales analysis. Adaptive Excel models were utilized to ensure accurate project costing and fact based decisions. Despite heavy resistance to change, secured full buy-in from all regional teams. Conducted in person training related to the pricing models and Crystal BI. The initiative returned $1M in its first year. • Consulted with a Midwest factory that was losing money and helped it turn a $900k profit within one year. Turnaround was achieved by employing SAP, Crystal BI, and financial acumen to identify trends and issues within Sales and Manufacturing. Worked closely with GM and sales team to modify their bidding practices in order to win more, higher margin projects. Alerted GM to safety and productivity concerns. • Lead analyst for initiative creating a $500M storm water division. Market research and competitor analysis. Extensive financial modeling included ad hoc, scenario, ROI, and business development. Team member for in-person, PowerPoint presentation to Corporate EVP.