D. ROSS PATTERSON, JR.
4817 W. Franklin St., Richmond, VA 23226
Cell: 804-240-1130
DRossPJr1@yahoo.com
Executive Strategist and Analyst
Sought out to challenge business as usual thinking, develop creative solutions, and drive sustainable improvements
* Built multiple powerful finance functions with a focus on cost management and controls, while also serving the business as a strategic partner; delivered cost reductions of over $100mm
* Construct highly effective frameworks using strategic, principle-based approaches to focus on key problems
* Apply rigorous systems thinking and analytics to develop grounded assessments and sustainable solutions
* Develop clear, equitable, repeatable processes that help the business make better decisions
* Focus on developing people to enable both the company and individuals perform at their best
* Delivered solutions across multiple industries and functions using levers of People, Process and Tools
PROFESSIONAL EXPERIENCE
CAPITAL ONE FINANCIAL CORPORATION, Richmond, VA 2000 to Present
A Fortune 200 Diversified Financial Services Company
Senior Business Director, Human Resources (HR), 2009 to Present
Tasked with revitalizing the Strategy and Workforce Analysis function which provides the HR leadership team with actionable information and insights to optimize the human capital value proposition.
o Organization Optimization: Increased team value while reducing costs by $1.4mm through a focus on driving results, providing information, and staffing changes including adding team members located in India
o Survey Enhancements: Changed methodology for annual “All Associate Survey” from anonymous to confidential yielding improved demographic accuracy and valuable insights through linkage to other data sources
o Value Clarity: Led development of holistic, integrated strategic plans that allowed HR to ground recommendations in analysis and to effectively support proactive planning
Senior Business Director, Corporate Real Estate, 2007 to 2009
Recruited as a change agent to bring an analytical focus and improve decision support capabilities. Led strategy, analysis, and financial infrastructure for international real estate and HR with an annual operating cost of $340mm.
o Strategy: Developed a strategic framework including guiding principles to drive portfolio optimization plans that will deliver annual run rate savings of $30mm
o Business Intelligence: Led the development of robust business intelligence capabilities, including enhancements to data capture and stewardship, reporting, modelling, and decision support approaches
o Cost savings: Drove $48mm (17%) cost reductions through continued focus and insightful reporting
Senior Business Director, Finance, Upmarket, 2006 to 2007
Singled out by US Card CFO to fill a critical opening created by unexpected attrition. Provided financial leadership for credit card acquisitions ($300mm marketing budget), customer rewards infrastructure, and upmarket card portfolio functions ($2.5B revenue).
o Organization Optimization: Restructured team based on associate skills and business needs leading to associate promotions, improved fiduciary control and stronger business support
o Controls and Governance: Collaborated with executives to revamp processes to eliminate ambiguity and increase controls. Improved management and financial results through clear multi-year targets and more effective monitoring and forecasting
o Modeling: Reduced forecast cycle time from over 2 weeks to less than 1 day by simplifying forecasting models to deliver rapid scenario capability and transparency on the impacts of key assumptions
Group Manager / Senior Director, Finance, US Card Operations, 2004 to 2006
Invited to serve as Divisional CFO for Supply Chain Management. Role was subsequently expanded to cover Card Risk Management, Marketing Operations and portfolio functions for US Card operating expenses ($2.5B).
o Organization Optimization: Articulated and implemented a vision for more efficient and effective finance organization that reduced payroll by over $2mm (35%); changed perceptions of finance role from budgeting and reporting to one of a partner helping shape business direction and results
o Modeling: Reduced scenario development time from days to hours by designing and implementing a robust top-down model with a level of accuracy that met or exceeded “bottom up” forecasting
o Cost Allocation Enhancement: Leveraged Lean techniques and tools to simplify cost transfer methodology, reducing the number of goods and services by 80% while enhancing transparency and communications
Group Manager Activity Based Management / Cost Transfer, 2003 to 2004
Selected to lead a key transformation initiative. Created a centralized transfer costing (Activity Based Costing /ABC) team for operations and infrastructure.
o Solution Delivery: Developed streamlined and consistent cost modelling and transfer approaches. Led team to create a clear, equitable, repeatable process that helped the business make better decisions
o Systems Design and Deployment: Modernized activity based costing / cost transfer technology infrastructure through platform conversion from OROS Activity Based Costing to SAS Activity Based Management (ABM)
Group Manager Finance, Customer Fraud Protection, 2002 to 2003
Divisional CFO for the $100mm+ customer fraud protection business unit. Transformed business perception of the finance function from tolerated to highly valued.
o Cost Management: Saved $20mm through new insights into business dynamics and an actionable strategy
o Controls and Governance: Initiated and implemented a scorecard approach that became the primary tool used to guide business direction and for performance reporting to senior management
Senior Financial Analyst, Finance, Enterprise Operations, 2000 to 2002
Directed team providing analytical support, financial process coordination and consolidated executive reporting for $700mm Enterprise Operations division
CIRCUIT CITY STORES, Richmond, VA 1994 to 2000
Supported the $200mm Product Service Division. Led the team accountable for budgeting, operational modeling, and data analysis. Supported MIS systems design and upgrade implementation, led vendor negotiation and relationship management efforts and delivered business process design and support.
Manager Corporate Financial Analysis, 1997 to 2000
Financial Analyst / Product Service Coordinator, 1994 to 1997
CABLE & WIRELESS, Vienna, VA 1993 to 1994
Contractor in the credit and collections department
MSO, INC. Rockville, MD 1990 to 1993
Various management roles with government contractor providing international operations support for the US Navy
EDUCATION
WASHINGTON & LEE UNIVERSITY, Lexington, VA
Bachelor of Science with Special Attainments in Commerce, Business Administration Major |
