CONTROLLER/ DIRECTOR ?V FINANCE/ VICE PRESIDENT
P&L / Sarbanes Oxley / Systems Development / Negotiations / Supply Chain / Startups / M&A
Cost Control / Budgeting / Process Management / Internal Controls / Portfolio Tradeoffs
Innovative finance and operations executive with stellar financial management and strong process / systems experience in both Fortune 500 and startup environments. Demonstrated ability to manage major system or process improvement projects across geographic boundaries. Seasoned ability to drive operational success via cross-functional teams through increases in productivity and efficiency. Skilled at stimulating overall P&L performance, and establishing proven cost control capabilities. Formulated successful incentive compensation systems and led numerous system convergence projects for Hewlett Packard. Managed Sarbanes Oxley process control deficiency and risk mitigation assessment project for Red Hat.
?X Negotiated with supplier to create savings of $7 billion for HP over five-year period
?X Managed GL Convergence effort for HP from 25 General Ledgers to One for U.S.
?X Instituted a 33% headcount reduction to save $4.5 million annually in 30 months.
?X Innovated reductions in prototype spending, achieving 50% savings on $100 million budget.
?X Executed cost reduction plan to save $30 million on operational budget of $120 million
Professional Achievements:
Negotiated with supplier to create savings of $7 billion for Hewlett Packard over five-year period
Perceived opportunity for dramatic savings through supplier of key components. Assumed financial lead for negotiations to establish best pricing policy over period of contract. Teamed with senior executive leaders to formulate strategies and scenario models. Established favorable negotiating position. Applied probability analysis to define positions. Pursued negotiations to secure extremely favorable terms.
Managed GL Convergence efforts for Hewlett Packard during large ERP Implementation.
Selected as U.S. General Ledger process owner to represent user community in the consolidation of twenty five chart of accounts to one for the U.S. Managed interfaces between finance and I.T. organizations with teams of approximately 50 people each. Led detailed analysis of account usage, activity, and volumes in order to determine consolidation strategy. Result was successful consolidation to single chart of accounts within eighteen months.
Instituted 33% headcount reduction in shared service organization saving $4.5 million annually. s.
Built and implemented staff recognition programs to encourage improvements in shared service processes and systems. Developed prioritization process for all system change requests. Enabled reduction of over 100 people in the organization through improved processes, systems and organizational efficiencies. Headcount reductions were phased in for dramatic savings to the bottom line.
Innovated processes to reduce prototype spending, achieving 50% savings on $100 million budget.
Determined spending for prototype development was accelerating at an alarming rate and was affecting company ability to deliver products. Organized cross functional team of functional experts to analyze prototype development process. Identified cost reduction methods, including sharing of prototype costs across several laboratories. Authorized central testing facility and established approval processes.
Executed effective cost reduction plan to save $30 million on operational budget of $120 million.
Assumed management of program to reduce R&D costs 25% from quarterly spending plan. Rallied finance team to develop timely, actionable strategies. Designed tactical plan to reduce overhead while maintaining priority systems on roadmap. Identified programs that could be honed to greater efficiency, employing full scale cost control process. Implemented plan to achieve dramatic savings within deadline.
Career Highlights:
Red Hat, Inc.
Senior Director of Finance, 2004 to 2005.
Reported directly to CFO of $200M Linux OS Company with responsibility for Shared Services, Budgeting, Financial Statement preparation, System Enhancements, and Sarbanes Oxley Project coordination at WWHQ. Recommended and implemented document management system upgrade to Oracle. Successfully managed the documentation, risk assessment, and mitigation efforts for Sarbanes Oxley .
Hewlett Packard Company:
Director of Finance Business Critical Systems, 2002 to 2004.
CFO for Large Hardware & Software Development Labs ($480 million annual budget and 2000 employees.) Successfully led portfolio strategy system development and quarterly gross margin review process for over 40 hardware platforms. Also managed finance teams in supply chain efficiency, P&L performance initiatives, pricing and tax savings strategies.
Business & Financial Operations Manager, 2000 to 2002.
Led strategic $7 billion alliance between HP and key OEM supplier. Managed financial analysis for manufacturing alliance worth $1.5 billion annually. Led financial negotiations for contract with strategic alliance partner. Optimized investments and maximized ROI. Supported 330-person server design lab.
Controller, Agilent Technologies ($8 billion Hewlett Packard spin-off) 1999.
Controller of a central manufacturing environment with P&L for two product lines in the Automated Test Group. Provided financial analysis and reporting including legal, management reporting, inventory analysis, manufacturing overhead analysis, and outsourcing support. Conducted physical inventory and managed outsourcing inventory issues.
Controller of Shared Services / Financial Reporting Manager, 1991 to 1999.
Directed shared services for 200 person organization. Managed internal control, system implementations, process management, audit readiness, cost per transaction, and other operating enhancements to ensure fulfillment of business needs. Implemented rate billing systems, replacing allocation based billings. Managed monthly close process and led efforts in integration of large scale ERP implementation for HP??s entire domestic operations. Early on this position led the convergence of four regional system platforms into one set of consolidated systems.
Corporate Project Manager, Administrative Information Sys., 1988 to 1991.
Project manager for software development and accounting systems for US Sales & Service. Managed development teams supporting 13,000 employees worldwide. Provided user interface to development teams and conducted implementation and training of finance and IT Teams in regional offices.
Early History: Manager, Accounting & Planning, Peterbilt Motors Co. (Division, PACCAR Corp.) 1986 to 1987. Implemented cost accounting systems for four manufacturing facilities. Assistant Controller / Cost Accounting Manager, Peterbilt Motors Company, 1984 to 1986. Managed accounting for plant with $40 million in inventory. Cost Accounting Manager, Axle & Brake Div., Eaton Corp.
Academic Achievements:
?X Wharton Executive Development Program, University of Pennsylvania, 1999
?X MBA, Baldwin Wallace College
?X BA, Accounting, Mount Union College
?X Accelerated Development Program, Hewlett Packard Company, 1998 |
