Accomplished business leader with a record of driving success across multiple disciplines. Strategic/Tactical leader with proven success in creating value through cost reduction, process design, and operational improvement. Resourceful decision maker who combines strong leadership and organizational skills in supporting start-up, growth, and complex situations. Additional areas of expertise include:
Building cost reduction/containment programs
?Business process analysis and design
?Strategic/tactical planning
product & site rationalization
?Forecasting, capital/operational budgeting
?Change management strategy, planning, and implementation
?Software systems implementation
Process Integration
Purchase Accounting
?Supply Chain Operations
?Cost Accounting
?Sarbanes-Oxley
?Six Sigma-Green Belt
March 2017-Present: Vice President-Finance Operations, Pharmaceutical Industry- Responsible for managing all aspects of finance operations including Supply Chain, R&D, and Quality areas. Includes Budgeting, Planning, Analysis, Sarbanes-Oxley, Inventory Management, and Operational Improvement initiatives. Responsible for 14 Commercial & Development sites (India, Ireland, U.K. & U.S). Manage team of 50 professionals with $1B of annual operating spend.
Led project to improve cost structure through site rationalization review. Included analysis, selection, and execution. Own all aspects of accounting impact and cost benefit. Tracking to $60M GM savings impact.
Enabled $50M operating spend reduction through restructuring of Research & Development footprint and recalibration of pipeline portfolio. Led cross functional project team of senior leaders and outside consultants.
October 2015-March 2017: Executive Director Finance Operations, Pharmaceutical Industry-Responsible for managing all aspects of finance operations including Supply Chain, R&D, and Quality areas. Responsible for 10 Commercial & Development sites (India, UK, & U.S).
Integrated financial operations of two separate manufacturing units post acquisition. Included harmonization of accounting policies & procedures, expansion of financial operations team, strategy development & execution plan for system integration.
Enabled GM benefit of $55M by leading project to right size manufacturing footprint of operating unit through product rationalization effort. Developed model for product profitability assessment.
Transformed accounting operations group to support product flow through Irish parent. Enabled process change through system recalibration and organizational restructuring.
May 2012-October 2015: Senior Director of Finance, Pharmaceutical Industry - Responsible for managing all financial aspects of Supply Chain, R&D, and Quality areas including Budgeting, Planning, Analysis, Sarbanes-Oxley, Inventory Management, SEC Reporting and Operational Improvement initiatives. Responsible for 7 Commercial & Development sites (India & U.S). Manage a staff of 35 with $700M of annual operating spend.
Integrated financial operations of three separate acquisitions.
Recruited/Developed local finance team leadership and staff.
Managed successful completion of purchase accounting efforts of Inventory & Fixed Assets.
Successfully analyzed legacy CMO business for company contribution impact. Designed strategy for business profitability.
Harmonized finance process across multiple sites through process improvements & system implementation.
Supported multiple business development activities through financial analysis and due diligence efforts.
October 07 - May 12: Director of Finance, Pharmaceutical Industry - Responsible for managing all financial aspects of Supply Chain, R&D, and Quality areas including Budgeting, Planning, Analysis, Sarbanes-Oxley, Inventory Management, SEC Reporting and Operational Improvement initiatives. Manage 5 member department with $300M annual operating spend.
?Improved closing cycle time 5 days (8 to 3 days) by instituting key financial processes after restatement of prior period earnings.
?Reduced Labor & Overhead costs $5M year on year by leading plant profitability analysis and implementation.
?Reduced obsolete/excess Inventory $14M over two year period by instituting robust inventory reporting mechanisms.
?Reduced freight expenses $500k year on year by leading outsourcing services effort.
?Incorporated financial support of R&D and Quality groups into current organization utilizing existing headcount.
?Led initiative to develop strategic supply chain roadmap incorporating company long-term product portfolio.
July 01-October 07-Medical Device Industry
January 07 - October 07: Controller/Strategist- Global Sourcing and Planning-Responsible for all financial activities within Operations start-up group. Developed strategy for continuous cost savings program. Managed financial reporting and contract compliance program. Developed strategic roadmap for cost containment/savings evaluation & execution.
?Enabled predicted $12M savings in first year by instituting strategic roadmap.
?Completed cross divisional freight reduction initiative yielding $18M in annual savings.
?Identified and delivered $250k annual savings through freight process improvement and vendor negotiation.
February 04 - December 06: Enterprise Resource Planning (ERP) Program Manager- Project Leader for the implementation of Global Transformation enabled by Oracle Enterprise Business Suite in the areas of Order Management, Supply Chain, and Financial. Developed & led team of 200+ employees and consultants. Managed $65M budget.
?Developed large scale project organization from conception including institution of overall project methodology and approach, organizational design, staffing, leadership development, consultant partner evaluation and selection.
?Completed successful go-live. Company recorded record earnings 2 months post implementation.
?Developed and designed organizational readiness and change management programs. Trained 3000+ users for system go-live. Instituted global communication strategy across multiple countries & languages. Designed go/no-go readiness plan.
?Created risk mitigation strategy on areas of high business/regulatory impact including Sarbanes-Oxley & 21CFR Part 11.
?Developed profitability assessment/business case to determine improvement opportunities including revenue enhancement and operating performance in conjunction with company strategic direction.
July 01 - February 04: Finance Manager-Sales & Distribution- Responsible for managing all financial aspects of supply chain area including budgeting, planning, analysis, and operational improvement initiatives. Managed 4 person department with $200M in annual operating expenses.
?Selected by senior management to lead Process Improvement initiative. Reduced 1 FTE headcount in Sales Tax reporting.
?Improved cycle time of budget & planning process 3 weeks (6 to 3) by implementing Cognos Budget & Planning software.
?Eliminated manual effort by implementing General Ledger Data Warehouse across entire company.
January 97-July 01- Consumer Electronics Industry
April 99 - July 01: Manager-Finance & Business Planning- Responsible for developing and implementing strategy for operational and financial improvement initiatives. Managed 3 person dept. & $60M annual spend.
?Redefined and instituted customer support model for internal logistics group based on corporate strategic direction to compete as an independent company. Developed and negotiated internal pricing method, contracts and SLA?s.
?Led outsourcing of warehouse project related services. Included analyzing internal operational and transportation costs, developing request for proposal, evaluating bids, meeting with potential candidates, selection contract negotiation.
January 97 - April 99: Manager-Corporate Controllers Group- Responsible for fixed asset process, intercompany reconciliations, daily sales, royalty calculations, debit memo process and reserve analysis.
?Selected to lead overall monthly consolidation of financial package for entire company sent to parent corporation. Reduced consolidation process from three days to one. Responsible for maintaining company wide Hyperion application.
?Reduced shipment import process by 3 days (5 to 2) through process re-engineering using Six Sigma methodology.
March 92 - December 96: Owner/Operator, Gift Services Industry ? Responsible for overall management of mail order/retail gift business. Coordinated company gift promotions to small & large (Fortune 500) customer base. Managed peak staff of 15. Achieved $250k+ annual revenue.
?Achieved annual growth rate of 65% by executing strategic sales and marketing initiatives.
September 88 - March 92: Senior Accountant; Big 4- Planned, supervised and completed audit engagements in various industries including manufacturing, brokerage, insurance, and non-profit.
?Directed multinational engagement of Fortune 100 consumer product company.
?Participated in the IPO?s of a major manufacturer of consumer products and credit card division of a major bank.
MBA, Information and Decision Technology, Iona College, 2003
Bachelor of Science, Accounting, Boston College, 1988 |
