Founder
In 2000 I founded SSC CG to providing accurate and user-friendly solutions to drive demand and streamline the production and distribution of products and services. In SSC’s eight-year history it has yearly generated millions of sales dollars for itself and its partners through a focus on delivering significant and immediate value to its customers. Example engagements are as follows:
1. Sold, led, and executed Activity Based Costing at Lowe’s Home Improvement for all SKUs, distribution centers and stores. Lowe’s own internal ROI calculation was a savings $100 Million in the areas of store labor management and SKU Optimization.
2. Designed and implemented an ROI In-source tool for Caterpillar Logistics that allowed them to capture $30 Million in new business.
3. Sold, led and executed the implementation of a customer profitability and SKU/Customer Optimization process at Elkay Manufacturing supplying a return of $18 Million annually.
Services include: Activity Based Costing, Pricing, ROI Modeling, SKU & Service Optimization, Customer Optimization, CPFR, ROI Calculators, Supply Chain Optimization, Trading Partner Negotiations, Category Management, Efficient Assortment.
Clients include: Cardinal Health, P&G, Caterpillar, Target, Lowe’s Home Improvement, Spartan, PETCO, Harris Teeter, SuperValu, Kraft Foods, Coca-Cola, Nestle, Elkay Manufacturing, The World Bank, as well as many early stage companies.
FORTUNE 500 WHOLESALER/RETAILER
EVP, Chief Financial/Administrative Officer, Treasurer
I was recruited into this Fortune 500 combination Wholesaler and Retailer as second in command and responsible for all Financial, Human Resources, Systems and other Administrative functions. Additional responsibilities included anything that involved managing 14,000 employees, driving sales, reducing costs and, ultimately, increasing shareholder value in this troubled $4 Billion in revenue firm. Significant accomplishments include the following:
1. Executing a restructuring of the debt revolver for an annual savings of $18,000.
2. Leading the audit of 16 divisional balance sheets and uncovering $15 Million in inaccurate and fraudulent accruals.
3. Leading the reduction of 10% of the administrative staff (a savings of $4 Million annually) and systematically upgrading those that remained.
4. Re-structuring the company’s reporting system to one that delivered customer, category and business P&Ls to a result of untold savings in pricing and sales.
5. Directing and closing the accretive acquisition of the Erickson’s and Hinkey Dinky retail chains.
$22 BILLION WHOLESALER/RETAILER
EVP, COO, OneSource
This Wholesaler is a $22 Billion in revenue provider of low cost wholesale services. Its owner recruited me from Kraft Foods to create a new subsidiary serving both retailers and manufacturers called OneSource. Responsibilities included concept development, business plan origination, P&L, staffing, competitive analysis, pricing and sales. Significant accomplishments include:
1. The creation of the OneSource business concept, business plan, pricing an initial staffing.
2. Capturing $250 Million in annual sales from C&S Wholesale, Stop & Shop and Hannaford Brothers.
3. Leading the recruitment and hiring of all Procurement staff following the $2 Billion acquisition of Pathmark’s distribution system.
KRAFT FOODS
Northfield, Illinois
Vice President, Finance
I was recruited to Kraft Foods by then CEO, Dick Mayer, as part of the Senior Management Team responsible for directing all aspects of the ECR initiative at Kraft Foods in the areas of Category Management, Efficient Assortment, Continuous Replenishment and ABC. Leading a staff of eight employees, I was responsible for the setting of strategy, execution on those strategies, coordination of multiple functions and cost justification/analysis. Accomplishments include:
1. Implementation of Kraft Foods Menu Pricing bracket that reduced supply costs by an estimated 0.2 % of sales, or an annual savings of $25 Million.
2. Designed and implemented the assignment of $2 Billion in corporate overhead costs to operating divisions, thus allowing divisions to control their usage of these costs. Cost savings generated a savings in excess of $75 Million.
3. Leadership of the internal Kraft Supply Chain Committee coordinating ECR supply chain initiatives across functional boundaries in the areas of Continuous Replenishment, Customer Profitability and Electronic Data Interchange.
4. At the request of Lee Scott (CEO, Wal-Mart) I led Wal-Mart’s internal team on implementing ABC in their warehousing operations. The results were P&Ls by Buyer that Wal-Mart used to significantly drive down internal operating expenses.
THE COCA-COLA COMPANY
Atlanta, Georgia
Director, Activity Based Costing
Recruited from Hughes by then CEO (Doug Ivestor), I was responsible for the conversion of The Coca-Cola Company accounting systems to the principles of ABC (Activity Based Costing). These initiatives involved extensive travel in Europe, Central America, and the Far East. Responsibilities included: Education, Team Formation, Project Management, and Systems Conversion. Major accomplishments include the following:
1. Implemented ABC SKU and Customer Profitability at all international concentrate production facilities (Puerto Rico, France, Ireland, Japan, Cost Rica) facilitating a 10% reduction in SKU counts. Savings across the system approximated $15 Million annually.
2. Led the battle against private label penetration in Coca-Cola retail accounts by leading the implementation of ABC at leading retailers (Wegman’s, Kroger) to demonstrate true CSD profitability. Results were the shrinkage of private label shelf space.
3. Acted as an internal consultant worldwide to perform evaluations and make recommendations on profitability, to include: Bottling Operations, Dunkirk, France; Private Label Penetration, Amatil, Australia; Post-mix Business Strategy, Europe.
HUGHES AIRCRAFT COMPANY
Fullerton, California
Controller, Manufacturing, Grounds Systems Group
Upon graduating from the University of Michigan MBA curriculum, I was recruited by Hughes Aircraft to join the Accelerated Management Development (AMD) Program. In less than 18 months I advanced from a very junior position on the AMD program to Program Manager for the TPQ-36 Anti-Artillery Ground Radar System, to the position of Assistant Controller and then to Controller of the Manufacturing Division. As Controller my daily responsibilities included the leadership of a staff of 60 employees in the areas of Financial Forecasting and Controls, Inventory Control and Program Business Management. Accomplishments include:
1. Implemented Central Service Allocations (ABC) to accurately assign costs to engineering division P&Ls, and industry first
2. Implemented “Finance Service” concept where key members of FP&A supported distinct engineering divisions
3. Developed and implemented standard costs for manufacturing that allowed us to “right size’ manufacturing operations based on work flow
4. Led the creation of, and participated in, the Hughes Aircraft Supply Chain Committee, where methodologies for accurately bidding governmental projects were developed.
5. Invited to Washington, DC, DCAA headquarters where I conducted a series of training sessions for DCAA staff on the principles of accurately bidding and controlling defense contracting cost.
BOARD AFFILIATIONS
PARTNERSHIPS IN FOOD INDUSTRY DEVELOPMENT (PFID)
Michigan State University, Chairman, 2002 - 2005
PFID (Partnership for Food Industry Development) is an initiative funded by USAID ($25 Million yearly) and executed by Michigan State University. Its goals are to increase the flow of fruits and vegetables from developing countries into the US food chain. This involves the training of farmers in quality and cold chain control, entrepreneurial business development, the development of broker and retailer relationships, pricing and billing. Countries involved were: India, South Africa, Guatemala, and Nicaragua.
DEMANDTEC
Palo Alto, California, Board of Advisors, 2001-2003
DemandTec (DMAN) is a firm that specializes in price optimization by applying the concept of Bayesian Inference to historical changes in volume as related to the changes in pricing for individual products in a marketplace. DemandTec counts Best Buy and Wal-Mart amongst its many customers and executed a very successful IPO in the summer of 2007.
EFFICIENT CONSUMER RESPONSE (ECR)
Washington, DC, Chairman, 1994 - 1997
ECR (Efficient Consumer Response) was created in 1992 as a cooperative effort between the CPG Manufacturers and Grocery Retailers to reduce the cost of their joint supply chain in response to growing competition from mass-merchandisers (Wal-Mart). This involved literally every CEO from every major CPG Manufacturer and Retailer in the US. The principles to be employed were ABC (Activity Based Costing), EDI, CRP (Continuous Replenishment), and Category Management.
EDUCATION
MBA, Finance, University of Michigan, 1985
MA, HRM, Central Michigan University, 1984
BS, BIOCHEMISTRY, Michigan State University, 1976
THE COCA-COLA UNIVERSITY |
