EXECUTIVE PROFILE
Results oriented finance professional with a strong track record of accomplishment.
Demonstrated ability to see big picture and focus an organization on key drivers for success.
Ability to provide financial leadership and develop a financial staff in an upgrade situation.
Strong information systems skills, including experience using systems to facilitate productivity and improve financial analyses.
Excellent communication and analytical skills.
Experience in a variety of industries and environments.
EXPERIENCE
FORTUNE 100 INDUSTRIAL 2002-Present
CFO Chemicals 2003-2005
Business Unit Chief Financial Officer for a $1.1 billion chemical business operating globally with 12 manufacturing sites. Responsible for all aspects of financial operations, including operational accountability for business results, conformance with corporate accounting policies, and insuring audit standards.
Led leadership team in its efforts to identify over $25mm of offsets to unplanned negative variances to 2003-2005 operating plans.
Directed a pricing initiative that resulted in an income improvement of $18M.
Installed a productivity culture to turnaround a poorly performing foreign chemical plant.
Improved capital spending processes as part of effort to improve return on investment.
Improved working capital by over one turn and initiated effort that reduced obsolete inventory by over $2mm.
Reorganized finance department to provide greater internal control focus. Unit recognized for having strong internal controls within Strategic Business Group.
Achieved free cash flow conversion of income of over 100% from 2003-2005.
Integrated three business units into one.
Served on the board of two joint ventures.
CFO Chemical Business Unit 2002-2003
Business Unit Chief Financial Officer for a $600 million chemical business operating globally with 7 manufacturing sites.
Led several profit-improvement efforts including shutdown of a production unit and closing of an unprofitable business line.
Headed efforts to develop information system tools to analyze customer/product margin and improve profitability through pricing efforts. Customer profitability capabilities recognized as a best practice within corporation.
GLOBAL MULTINATIONAL 1999-2002
Vice President of International Finance - Food Company 2002
Senior Finance position for a $400mm international Food business. Initiated the development of international restructuring plan that resulted in annual benefits in excess of $10mm.
CFO Consumer Products Latin America 2001
Chief Financial Officer for a $400mm Food and OTC business operating in 12 countries. Responsible for all aspects of financial operations, including operational accountability for business results, conformance with corporate accounting policies, and insuring audit standards. Led efforts to turnaround non-profitable Brazilian entity.
Director of Finance Food Company 1999-2001
Business Unit CFO providing senior financial leadership with full P&L responsibility for a consumer products business with sales in excess of $900 million. Recruited to re-build finance function following business relocation, divisional downsizing, and systems conversion in which no personnel transferred. Duties include all aspects of financial planning, financial and general business analysis, financial reporting, project management, and risk analysis. Led, supervised, and developed a staff of 12 direct and indirect reports.
Controlled and monitored spending on key growth initiatives including innovative packaging concepts and the successful launch of a new product line.
Spearheaded the development of an $18mm manufacturing productivity improvement plan.
Developed a global 5-year strategic plan in conjunction with providing financial support for a long-term manufacturing restructuring plan. The result was a $50mm capital project which will save over $10mm annually.
Implemented the use of a marketing project tracking system to efficiently record, analyze, and control marketing budgets.
Standardized divisional accounting policies with those of parent company and significantly increased external auditor acceptance of practices.
FORTUNE 100 PHARMACEUTICALS 1990-1998
Associate Director Finance 1996-1998
Reported to the Chief Financial Officer with responsibility for all financial planning, reporting, and analysis for a consumer products subsidiary. Transformed a finance department from a process-driven reporting group to a valued business partner focused on sales and profit growth. Duties included annual and strategic planning, expense management, cash flow analysis, productivity analysis, financial reporting, consolidations, and business development support.
Achieved annual profit growth of +15% on annual single digit sales growth.
Directed productivity initiative that achieved annual productivity savings of 5%.
Implemented significant modifications to budgeting and consolidation system to provide business unit and product line P&Ls and improve management accountability.
Designed and implemented financial forecasting processes.
Reorganized staffs to align personnel with internal customers to improve focus on internal customer service. Established financial function to support growing international division.
Manager Financial Analysis 1994-1996
Supported a Senior Vice President who sat on the board of directors with analysis of the financial performance of group companies in Healthcare, Consumer, and Nutritional industries with sales in excess of $5 billion.
Designed and implemented new group reporting processes.
Identified and evaluated significant business trends and implications for future performance.
Developed and reviewed annual budgets and strategic plans.
Principal Financial Analyst 1993-1994
Supported management decision making with analyses of sales and operating results, acquisition/licensing proposals, R&D resource planning, new product introductions, and foreign exchange management for a medical device subsidiary.
Developed analyses to understand and improve research and development spending effectiveness, including the design and implementation of a project cost tracking system.
Assessed acquisition and product licensing proposals, including participation on acquisition and due diligence teams that completed a $250 million acquisition.
Financial Consultant 1990-1993
Provided internal consulting services to corporate staff and operating divisions. Supported a company-wide initiative that reduced working capital by $500 million. Evaluated foreign currency hedging and recommended changes that improved effectiveness and saved $1.5 million.
BIG 8 AUDIT FIRM
Senior MIS Consultant 1986-1989
Systems and operations consulting, primarily providing services related to design, testing, and installation of general accounting systems. Participated and led reengineering productivity improvement projects.
EDUCATION
MBA,
B.A., Economics, |
