Tiffany Moseley

Executive officer and member of the executive leadership team, reporting to the Chief Executive Officer (CEO), leading all aspects of finance for a private equity–backed industrial manufacturing, distribution and services platform. Provide strategic financial leadership across corporate finance, FP&A, accounting, reporting, and shared services, partnering closely with executive leadership to support growth, transformation, and value creation. • Led a comprehensive finance transformation, including organizational restructuring, process optimization, and data governance improvements to streamline functional ownership, improve efficiency, and strengthen forecasting and analytic capabilities. • Led the implementation of a new ERP in partnership with IT and cross-functional leaders, centralizing core commercial, operational and financial processes, improving efficiency, inventory management, and business performance visibility. • Led data modernization efforts through Power BI to enable scalable analytics and real-time decision support. • Served as a key leader in a successful sale process, supporting diligence readiness, strategic planning, financial reporting accuracy, management presentations, and alignment with buyer expectations to achieve a smooth and successful transaction. Vytl Controls Group is a private equity–backed industrial platform providing engineered valve automation, flow control, and instrumentation solutions to a diverse set of industrial end markets, supporting mission-critical applications across energy, chemical, industrial, and marine sectors.

Executive officer and member of executive leadership team leading 34-member team, reporting to Chief Financial Officer (CFO), including corporate finance, tax & accounting. Spearhead corporate finance, FP&A, tax, accounting, and reporting for public company including, SEC and US GAAP compliance, acquisition & divestiture support, investor relations reporting & analysis, board reporting, external stakeholder presentations, and business analysis. Leading Finance Transformation of Corporate Business Strategy, including people, processes & technologies, following major acquisition increasing revenues by 150% ($525M to $1.3B+) following business strategy transformation to become pure-play metal coatings company. Strategic finance partner to executive leadership team, advising on strategic financing alternatives, cash flow management, and financial implications of capital structure & financing alternatives. Lead Audit Committee presentation, and materials. AZZ Inc. is the leading independent provider of hot-dip galvanizing and coil coating solutions to a broad range of end-markets. Collectively, our business segments provide sustainable, unmatched metal coating solutions that enhance the longevity and appearance of buildings, products and infrastructure that are essential to everyday life.

Led 25-member team, reporting to CFO (top 4 EVP). Developed and executed risk finance strategy for ~$110M insurance programs. Managed global insurance renewals and relationships with key brokers, underwriters, and industry executives. Oversaw risk control engineering SME team to support plant safety and risk mitigation practices. Held ownership of claims management activity for self-insured risk. Led 3 captive insurance companies, including board, financial, and regulatory reporting. Directed all accounting and treasury activities for claims and insurance companies. Directed coverage enhancements in commercial policies and led team authorizing all captive insurance policies.

Led 53-member team, reporting to Chief Accounting Officer (CAO). Served as right hand to CAO leading 5 distinct and highly specialized teams. Spearheaded accounting, reporting, and FP&A for 2 public companies including, SEC and US GAAP compliance, acquisition & divestiture support, external stakeholder presentations, and business analysis. Led IPO Carve-out and M&A valuations / due diligence.

Led 18-member team, reporting to CAO. FP&A partner to CFO, with ownership of all financial planning and analysis, including bi-weekly forecasts, annual budget, and all historical and forward-looking presentations to board, banks, rating agencies, and management. Developed forecast reporting and analysis utilized by C-Suite for investor relations including, ER, road shows, and IR communications. Added responsibility for Capital Assets Accounting in 2011 following SEC Comment Letter inquiry.

Led 10-member team. Owned all FP&A, reporting & analysis for C-Suite, leading high-performing and specialized team.

Led 14-member team, reporting to CAO. Centralized commercial marketing & trading reporting and analysis, with dotted line to Chief Commercial Officer (CCO). Scaled high-performing team and oversaw company-wide management reporting and analysis, including monthly reporting and in-depth analysis for CEO, CCO, COO of key supply, manufacturing, marketing, trading, and derivative activities. Spearheaded financial statement report & analysis package for CAO.

Led 18-member Internal Audit Department following merger with UDS, merger of equals, reporting to VP of Internal Audit. Recruited by CFO to integrate 2 teams, hire high-performing team members, and transform organization function to ensure quality and effective audits. Led planning phase of company-wide project to ensure compliance with Sarbanes-Oxley 404 for Internal Controls over Financial Reporting. Developed and presented audit plan to Board. Promoted from Senior Manager to Director in 2003.

Directed audits and consulting projects for large and small public and private companies with fees up to $5M; significant exposure in energy, manufacturing, marketing, retail, mortgage banking, insurance, and student loan industries. Promoted to Manager in 2000, Experienced Manager in 2001.