10/97 to Present
ADP, Inc. - Parsippany, NJ and Toronto, Ontario
Automatic Data Processing, Inc. (ADP) is a $7.0 billion NYSE multi-national firm that provides outsourcing services to commercial customers. The $5.0 billion Employer Services Division is ADP’s largest division and provides payroll and human resources services. The $2.0 billion Major Accounts Services business is the largest element of Employer Services and primarily targets mid-market clients. The $230 million ADP Canada, Inc. is a region within Major Accounts Services that has recently grown 400% from a series of acquisitions.
• 7/01 to Present VP - Strategic Planning & Development, Major Account Services, Parsippany, NJ
• Worked with the Marketing, Finance, Sales and Operations departments to prepare Phase I (Issues and Options) & Phase II (Strategies) of the FY’03 – FY’07 strategic plan
• The strategic plan presentation was well received by the ADP Chairman and senior management team
• 11/99 to 7/01 VP - Project Executive Money Movement, ADP Canada, Toronto
• Proposed and installed $10 million Oracle-based money movement system to control the $70 billion annual payroll funds flow and to serve as the platform for future product development
• Managed first phase using authority of CFO while the second phase was managed through influence as the Project Executive of the 60 member project team
• ADP Canada’s money movement system processes the highest number of Oracle Financial Suite AP transactions in the world
• 10/97 to 11/99 VP - Finance and Chief Financial Officer, ADP Canada, Toronto
• Lead 140-employee department providing traditional finance functions and banking services.
• Integrated two major acquisitions in FY’98 while beating plan profitability objectives.
• Secured project approval for $20 million project to integrate existing and acquired facilities to house 100%+ employee growth, multiple product platforms, Y2K upgrade and new call centers
• Upgraded the finance talent pool including new VP – Finance and Controller and VP - Banking.
• Report to the President – ADP Canada, Inc. on a four-year expatriate assignment.
10/78 to 5/96
RYDER SYSTEM, INC. - Miami, Florida
Ryder System, Inc. (Ryder) was a $5 billion NYSE multi-national firm in 1996 operating in commercial and consumer markets. Ryder’s primary businesses included truck leasing and rental, auto carriage, logistics and aviation engine overhaul and parts distribution.
• 1993 to 1996 Vice President - Market Planning, Corporate Sales & Marketing
• 1991 to 1993 Fleet Controller - Vehicle Leasing & Services Division
• 1987 to 1991 Group Director - Corporate Planning, Corporate Finance
• 1978 to 1987 Director -Business Planning, Vehicle Leasing & Services Division
1993 to 1996 Vice President - Market Planning, Corporate Sales & Marketing
Led Ryder’s multi-divisional Strategic Market Planning, Product Pricing and Analysis, Market Research and Customer Satisfaction departments with a combined $7 million annual budget and 50 people, primarily MBA’s. Reported to the EVP – Sales & Marketing with dotted line to EVP - Finance and CFO. Also responsible for Sales and Marketing re-engineering and new product development projects. The role required strong consultative and teamwork skills that successfully encouraged business units to embrace needed changes.
• Achieved business unit “buy-in” to the strategic market planning process that set company-wide spending priorities for Ryder’s $5 billion group of businesses.
• Directed a team of MBA’s supporting national and local sales support to help generate the record $800 million 1995 lease and logistics sales. Structured renewals of large contracts with Pepsi and Saturn.
• Led a team of field and headquarters employees to develop and execute Market Value Pricing (MVP). MVP is a sales force automation system that embodies a new pricing philosophy developed with the UNC Marketing Department. MVP was used by over 600 lease sales people in identifying customer value and competitive alternatives and helps them set optimal prices to maximize contribution margin dollars. MVP incorporates a price band that displays actual prices by market segment that allows the sales force to reference competitive prices when setting their pricing strategy for each customer.
• After initiating the project in 1992, and repeatedly re-selling the idea to management, completed the highly successful four-year implementation of Strategic Asset Management (SAM). SAM is Ryder’s first major field-based client-server re-engineering application. State-of-the-art technology was introduced via Anderson Consulting. SAM gives field employees easy access to a relational database containing key operating data by customer, vehicle, location and product line. SAM helped Ryder earn a record $80 million 1995 gain on the sale of equipment.
• Convinced senior management of the benefit of broadening Ryder’s reach to target the previously untapped $5 billion truck finance lease market. Worked with the team that created the marketing plan and drove the initial implementation of an innovative finance lease alliance with Citicorp. Hired and managed the first director of finance lease sales. Facilitated a cross-functional effort to develop a new compensation program and finance lease training materials for the 600-person full-service lease field sales force.
• Upgraded the Market Research department’s customer satisfaction measurement process by switching suppliers. The new process included annual surveys of all commercial customers and customer satisfaction objectives for field employees.
• Analyzed and communicated the results of a groundbreaking market research study to provide new insights into the private carriage market and to reveal previously unidentified trends. Used the consultative process with the business units to turn the findings into recommendations to more effectively target the most attractive market segments.
• Built a close relationship with the Society of Competitive Intelligence Professionals (SCIP) into a strong competitive intelligence function actively used by senior management and field personnel.
1991 to 1993 Fleet Controller - Vehicle Leasing & Services Division
Controlled Ryder’s Product Pricing and Analysis and Vehicle Administration departments and a variety of special projects. Supervised the assets of the 150,000 vehicle, $2.5 billion truck leasing and rental business while reporting to the Corporate Controller.
• Developed and implemented the Automated Cost Sheet (ACS); a cash flow based full-service lease pricing system linking 600 field PC’s with headquarters.
• Successfully managed a 50-person accounting department by increasing service levels and functionality while reducing staff count from 65 to 50 people.
• Coordinated the cross-divisional Customer Safety Task Force that contributed to a $20 million reduction in Ryder’s 1995 safety-related claims expense by identifying and sharing the best safety practices.
1987 to 1991 Group Director - Corporate Planning, Corporate Finance
Directed Ryder’s corporate-level business and strategic planning processes, financial analysis, acquisition and divestiture analysis, corporate development and operations analysis. Also, led a $2 billion division’s planning, pricing and cost analysis processes. The combined department included up to 35 MBA’s. Reported to the CFO and worked closely with the CEO.
• Introduced economic value-based planning and reporting by product line working with HOLT Associates (now part of BCG). These efforts eventually led to the successful divestiture of Ryder’s aviation leasing, aviation parts distribution and auto carrier businesses.
• Worked closely with the Human Resources department to train the top 160 Ryder executives to incorporate Dr. Michael Porter's competitive analysis concepts into the corporate and divisional strategic planning processes.
• Developed financial models for a wide variety of financial restructuring alternatives with Morgan Stanley and other prominent investment banking firms. The work was used to advise the Board of Directors on potential LBO’s, divestitures, acquisitions and partial spin-offs.
• Conducted an in-depth strategic decision analysis of the consumer truck rental business with the Strategic Decision Group (SDG). The project’s primary recommendation was to facilitate improved market focus by splitting the commercial and consumer truck rental businesses. This effort facilitated the sale of the consumer truck rental business.
• Controlled up to $2 billion of annual capital expenditures by developing a modified Capital Asset Pricing Model (CAPM) approach for calculating the cost of capital used in setting hurdle rates by product line and by preparing capital projects for board approval.
• Assisted the restructuring of the National Urban League (NUL) operations by working with the Ryder CEO who was also NUL Chairman.
1978 to 1987 Director -Business Planning, Vehicle Leasing & Services Division
Recruited as a senior financial analyst, I was promoted through the financial management ranks of Ryder’s $2 billion Vehicle Leasing & Services Division, becoming responsible for planning, financial analysis, pricing and costing processes.
• Developed and implemented the Vehicle Rating System (VRS) that used Activity Based Costing (ABC) to estimate vehicle life cycle operating cost.
• Authored and negotiated logistics and lease contracts with multi-national customers including Pepsi and General Motors’ Parts Distribution division.
• Restructured the truck lease pricing program and trained the local and national sales forces.
• Created and executed the Field Planing System in a pre-PC environment to automate the planning process for 126 field profit centers.
6/76 to 9/78
FORD MOTOR COMPANY, INC. - Dearborn, Michigan
EDUCATION
Wharton Graduate School, MBA - Finance and Multinational Enterprise – 1976
University of Notre Dame, BBA – Finance – 1974
Phillips Exeter Academy – 1970
PERSONAL
Born February 16, 1952, Married, 1 Child, 5’8’’, 175 lbs. |
