FINANCE DIRECTOR, CONTROLLER
** 12 Years International Finance Experience in $8 Billion Public Company
** 3 Years General Management Experience in $2 Million Private Company
** Established Companies, Start-ups, Turnarounds, Acquisitions
Seasoned finance professional with wide-ranging operations experience across international accounting, finance, treasury and MIS functions. Demonstrated ability to develop people, manage projects and lead cross-functional teams within a matrix-driven multinational. Known as a results-oriented team player with a strong track record of productivity improvement. Accomplished at communicating financial information and concepts to all audiences. Strategic thinker with excellent problem solving skills, and the proven capability to quickly absorb the intricacies of diverse industries and make immediate contributions in the areas of analysis, cost reduction, internal controls, planning and reporting. Kellogg MBA.
Summary of Finance and General Management Strengths:
* Analysis and Modeling
* Internal Systems & Controls
* Acquisition Integration
* Organization Development
* International Finance & Accounting
* Working Capital & Cash Flow Optimization
* MIS Leadership
* Project Management
* Contract Negotiation
* P&L Management
PROFESSIONAL EXPERIENCE
PPG INDUSTRIES, INC.
$8 billion diversified multinational with 120 locations and equity affiliates in 24 countries.
PROJECT MANAGER, FINANCE
London, England
1999 – 2002
Recognized for ability to achieve results in ambiguous settings, asked to help manage integration of company’s largest-ever acquisition. High profile role demanded a strong organization builder, change agent, experience running a finance team, and in-depth knowledge of information systems and company policies. Initial challenges were to evaluate and retain the best of the acquired accounting and finance staff, assess and improve internal controls, assist with Oracle ERP implementation, and devise a strategy to manage foreign currency exposure.
Assignment evolved into leadership role for multiple concurrent projects including integration of a second acquisition, E.U.-wide currency conversion, and supply chain reorganization. Also received overriding mandate to establish U.K.-based shared financial services center.
FINANCE INTEGRATION AND SHARED FINANCIAL SERVICES: Provided guidance and hands-on solutions for two businesses acquired in transactions valued at $750 million, collectively. Responsible for oversight of 14-person accounting team.
* Developed plan to save $350k, or 25%, of U.K. finance budget by creating a Shared Services Center to support seven locations, six SBUs, and 2,500 employees on Oracle platform.
* Led SSC implementation for GL, AR, AP, treasury, V.A.T. and corporate tax matters.
* Devised and executed FX plan to hedge $75 million of balance sheet exposure for U.K. entities.
EURO CURRENCY CONVERSION: With legally-mandated deadline in danger of being missed, chosen at late stage to reinvigorate and oversee complex conversion from national currencies to euro. Work plan encompassed 46 reporting units, 18 financial systems, and 10 SBUs generating revenues of $1.5 billion in 12 E.U. countries.
* Enhanced communication and coordination of projects ensured accounting, banking, customer service, payroll and reporting systems were fully functional prior to the deadline.
* Company quickly capitalized by simplifying cross-border banking and hedging operations.
TAX-EFFICIENT SUPPLY CHAIN MANAGEMENT: Selected for overall business acumen to manage European team of five general managers and eight functional heads in feasibility study alongside external consultant.
* Annual tax savings of $50-75 million identified in jointly developed financial model.
DIRECTOR, FINANCE AND ADMINISTRATION
Wigan, England
1997 – 1999
Promoted to senior finance position and relocated to Northwest England with challenge to improve morale, groom local successor for Director role, provide needed leadership to I.T. organization, and initiate productivity improvements in accounting and customer service functions.
As member of U.K. leadership team, responsible for oversight and development of 20 accounting, I.T. and customer service staff in $75 million subsidiary of $1 billion global SBU.
* Reduced working capital investment by $2.5 million, or 10%, by focusing attention on inventory forecasts and through enhanced credit management practices.
* Partnered with purchasing manager to select vendor and negotiate 15-year, $6 million take-or-pay contract, enabling site to improve product quality and reduce emissions at level cost.
* As the pound fell 35% against European currencies, produced multiple exchange rate analyses that highlighted hedging weakness and drove improvement in treasury solutions.
* Led pension trustees to replace underperforming managers and to simplify investment strategy for $35 million retirement fund.
SR. FINANCIAL ANALYST
Pittsburgh, Pennsylvania
1995 – 1997
In fast-paced headquarters role, supported two SBUs and seven North American facilities with $800 million in sales. Led development of long range plans, forecasts and annual business strategy reviews.
* As influential member of senior-level cross-functional task force, created activity-based model which led to 50% reduction in variable cost and construction of strategic $25 million factory.
* Reduced forecast lead time by 75%, from 40-plus days, to under 10 days.
DIRECTOR, INFORMATION AND FINANCIAL SERVICES
Owen Sound, Ontario
1992 – 1995
Identified as a high potential performer, promoted to key finance position at unprofitable Canadian subsidiary. In partnership with senior operating and commercial managers, charged with devising and implementing dramatic turnaround plan. Critical to success was the ability to provide insightful analysis and to display positive leadership in the face of uncertainty.
With dual reporting lines to Canadian and U.S. management, responsible for directing activities of eight I.T. and accounting staff in $50 million subsidiary of $400 million North American SBU.
* Helped design and implement restructuring plan which reduced variable cost by 40% and fixed costs by 25%, while output increased 10%.
* Successfully lobbied government for tax concessions and re-training grants.
* Developed board-level analysis that enabled site to enter alternative market and avoid closure.
SUPERVISOR, ACCOUNTING
Decatur, Illinois
1990 – 1992
In managerial development role, led general and cost accounting functions at 900-employee site with $90 million in sales. Responsible for internal controls, closing, forecasting and annual operating plan.
* Created analysis justifying project to bypass local natural gas utility, saving $500k per year.
CLASSIC HOMES AND DEVELOPMENT, INC.
VICE PRESIDENT AND SECRETARY
Juneau, Alaska
1981 – 1984
In turbulent economic climate, established general contracting business returning 10% on sales.
* Marketed custom single-family homes and multi-resident properties. Planned and directed construction projects, led land acquisition and infrastructure development efforts, managed corporate finance and accounting activities.
EDUCATION
KELLOGG SCHOOL OF MANAGEMENT
NORTHWESTERN UNIVERSITY
Evanston, Illinois
M.B.A. - Finance, International Marketing, 1990
ARIZONA STATE UNIVERSITY
Tempe, Arizona
B.S. - Finance, 1988 (graduated magna cum laude)
OTHER TECHNICAL COMPETENCIES
* Fluent in U.S. and U.K. GAAP (including 21 university hours of accounting and taxation).
* Thorough understanding of activity-based cost management principles.
* Excel modeling expert.
* Superior information management expertise with substantial experience utilizing Oracle, Discoverer, Essbase, Hyperion, Access, PowerPoint, Word, Outlook. |
