OPERATIONS FOCUSED CFO OR FINANCE EXECUTIVE
As Vice President, Accounting and Financial Analysis for a $7 Billion, 600+ location privately held integrated convenience store chain; I was hired to turnaround the accounting department and address financial reporting integrity issues. I solved these problems by taking a hands-on approach to rebuilding the accounting management team and implementing an Enterprise Resource Planning (ERP) system. The results of these efforts included establishing new business processes, reducing department overhead by 21% or $750,000 per year, reducing monthly closing times by 3 days, implementing a business intelligence data warehouse for financial and operating reporting, and establishing a financial analysis and reporting team to support business operations.
In addition to these business process and system changes, I leveraged my 10 plus years of management consulting experience to lead the executive team through a process of developing a strategy map and creating a balanced scorecard to manage strategic initiatives. Earlier in my career, I successfully delivered strategy development, operational improvement, post merger integration, pricing & revenue optimization, and supply chain focused projects for large global and boutique management consulting firms. I completed financial valuations, mergers & acquisition, and financial planning at Fortune 100 companies. I have experience in retail, manufacturing, distribution, software and technology industries. CPA. University of Chicago, MBA. U.S. Naval Officer.
2006-Present
RACETRAC PETROLEUM, INC.
Atlanta, Georgia
VICE PRESIDENT, ACCOUNTING & FINANCIAL ANALYSIS
Lead the accounting, reporting and financial analysis team comprised of eight department managers and a staff of seventy professional and hourly resources. Oversee and manage all accounting department functions which include: general ledger accounting, accounts receivable, accounts payable, and inventory accounting. In addition to the traditional accounting functions, lead the business intelligence and analysis group which is responsible for financial performance analysis and management of the information technology processes required to maintain the enterprise data warehouse. Report to the CFO.
Initiated and led the redesign of RaceTrac’s back office business processes, accounting, and reporting systems to address reporting integrity issues and inefficient control systems. The project encompassed the implementation of JD Edwards software and PDI Enterprise Fuel Accounting software to deliver daily detailed accounting and inventory management of 6,000 retail items across 600 retailing locations; a capability that previously did not exist. Led the design and implementation of Cognos business intelligence reporting software to automate financial and management reporting. Upgraded to Microstrategy Business Intelligence software and implemented SPSS advanced analytic software.
Directed the executive team in the development of a strategy map and the implementation of a balanced scorecard to rationalize business initiatives and monitor achievement of corporate strategic objectives. Developed financial performance objectives based on ROA, EBITDAR, and ROE metrics in comparison to historical and peer company performance to challenge company strategic direction. Executive member of Finance Committee, RaceTrac Strategic Oversight Committee, and Systems Committee.
Completed the Accounting department turnaround by rebuilding accounting management team and processes. Replaced 7 of 8 department managers and reduced headcount costs in accounting functions by 21% or $750,000 annually through implementation of technology driven processes. Reduced year-end closing by over two months. Reduced monthly reporting cycle by 3 business days and increased reporting accuracy and integrity through the implementation of enterprise reporting solutions. Eliminated ineffective corporate projects impacting accounting department and systems.
Created a financial analysis & reporting team to support store operations and merchandising management functions. Directed and trained the team responsible for all weekly, monthly reporting and analytical business performance studies such as: volume-rate variance analysis, promotions analysis, and pro-forma models. Developed automated reporting to empower line managers.
Review and implement financial controls and accounting policies and procedures; including the development and communication of accounting and reporting standards in accordance with GAAP. Lead the annual financial audit and manage relationship with external auditors.
2003-2006
CD GROUP, INC.
Norcross, Georgia
DIRECTOR, BUSINESS CONSULTING GROUP
Recruited by a former mentor from Gemini Consulting to develop and lead CD Group’s Business Consulting practice. The Business Consulting Group focuses on improving client’s financial performance through the implementation of business change initiatives such as: revenue growth, reducing operating cost, and working capital improvements; in conjunction with information technology implementation initiatives. Responsible for all aspects of the business consulting practice including: consulting engagement delivery, project profitability, managing, hiring and developing consulting resources. Highlighted accomplishments include:
Led the ERP systems financial justification, requirements development, future business process design and testing for a $3 billion building services company.
Led the business plan and investor marketing material development for an early stage medical waste company. Leveraged business network to successfully obtain equity and debt funding.
Designed and implemented multiple planning, analysis and reporting solutions which have reduced client’s business plan development time by over 50% and significantly improved their financial forecasting accuracy.
Consulted to multiple clients on the effective use of their information technology systems and identification of finance organization capability gaps. Projects included an analysis of current system use, system alignment with company strategy, and identification of capability gaps in analysis, financial control and reporting processes.
1999-2003
MANUGISTICS GROUP, INC.
Atlanta, Georgia
DIRECTOR, PRICING AND REVENUE OPTIMIZATION BUSINESS UNIT
Joined Manugistics through its acquisition of Talus Solutions, the leading pricing and revenue optimization company at the time. Joined Talus as part of a team recruited from Gemini Consulting with the goal of implementing a strategic consulting and software selling capability. While at Manugistics/Talus, successfully transitioned from project leadership responsibilities to a business organization leadership role as one of four executive leaders of the $40 million Pricing and Revenue Management business unit. Responsible for marketing plan development and management of strategic software alliances. Highlighted accomplishments include:
Led the development of Manugistics Price Management solution vision as part of a broader pricing optimization solution. Developed solution vision and functional specifications. Managed the key software alliance that addressed gaps in Manugistics’ pricing administration solution capabilities.
Led the marketing activities for the PRO business unit. Initiated an annual marketing planning process. Directed corporate and cross-functional resources to execute outbound marketing, conferences, trade shows, and industry analyst relations.
1999-2002
DIRECTOR, STRATEGIC BUSINESS CONSULTING
Responsible for the design and conversion of over $12 million of new software and implementation services sales. Led pre-sales consulting engagements that developed advanced pricing strategies for clients in diverse industries. Successfully delivered client management activities from pre-sale opportunity assessment through software implementation. Highlighted accomplishments include:
Led a private airline feasibility study for the Chairman of American Express Corporation. Interfaced directly with the Chairman to conduct study and present recommendations. The Study resulted in a $5 million investment in a private air carrier by American Express.
Developed and led the Pricing and Revenue Optimization Strategic Consulting Services organization in the UK and Europe. Relocated to London, England, hired and trained resources, established analysis methodologies and led analysis teams resulting in conversion of over $10 million in software license and services revenue.
Led the post-merger integration plan used to consolidate Talus Solutions business into Manugistics. Established the integration framework, communication plans, business scorecard, and coordinated cross-functional integration activities resulting in faster than planned integration with lower than expected Talus Solutions employee attrition.
Led the pricing strategy development and pilot for a leading home entertainment media company. The pricing strategy and piloted technology demonstrated an incremental 3% increase in top line revenue.
1996-1999
CAP GEMINI ERNST & YOUNG (formerly Gemini Consulting)
Chicago, Illinois
SENIOR MANAGER, ANALYSIS & DESIGN GROUP
Managed consultant and client teams in the analysis of current business processes, the development of operating improvement plans, and post-merger integration plans. Led the development and execution of diagnostics on client engagements involving the following business processes and functions: Supply Chain, Procurement, Manufacturing, Selling Effectiveness, and Support Services management. Consulted in the following industries: Manufacturing, Pulp and Paper, Distribution, Chemicals, and Pharmaceutical. Leading financial analyst and business case development consultant for Gemini’s U.S. operations; trained consulting teams
1993-1996
SEARS, ROEBUCK AND CO/ALLSTATE INSURANCE CO.
Chicago, Illinois
MANAGER, FINANCE AND PLANNING
Member of Sears, Roebuck and Co. Corporate Strategy, Finance and Planning department reporting to the CFO. Completed financial valuations in support of M&A activity, analysis of corporate strategic initiatives, and development of the Sears, Roebuck consolidated financial plan. Transferred to Allstate following the spin-off of Allstate from Sears and continued similar responsibilities.
1991-1993
KRAFT GENERAL FOODS
Glenview, Illinois
SENIOR FINANCIAL ANALYST, GROCERY PRODUCTS DIVISION
Financial Controller for a $400 million business category. Partnered with Category Marketing leadership to translate marketing objectives into annual and long-range financial plans. Responsible for the analysis of financial variances, forecasting financial results, and analysis to support the justification of capital projects.
1985-1989
UNITED STATES NAVY
Honolulu, Hawaii
LIEUTENANT, USS INGERSOLL (DD 990)
Held positions of Assistant Operations Officer and Combat Information Center Officer. Managed four divisions staffed by five junior officers and a total of 110 persons. Created operation plans and training schedules to facilitate execution of ship operations. Consistently rated in top 1% of peer group and recommended for accelerated promotion.
EDUCATION & CERTIFICATIONS
UNIVERSITY OF CHICAGO BOOTH SCHOOL OF BUSINESS
Chicago, Illinois
MASTER OF BUSINESS ADMINISTRATION, SPECIALIZATION IN FINANCE, 1991
PURDUE UNIVERSITY
West Lafayette, Indiana
BACHELOR OF SCIENCE INDUSTRIAL MANAGEMENT, 1985
CERTIFIED PUBLIC ACCOUNTANT
Tennessee Certificate Number 18234 |
