QUALIFICATIONS SUMMARY
Finance and operations executive with strong strategic planning, operations and financial management expertise. High energy performance improvement and EVA driven professional focused on business planning to maximize economic value growth. Exceptional business acumen with strong analytical and conceptual skills. Performance metrics development, competitive/market analysis, process reengineering, Value-based management, inventory control, and product planning experience. Results oriented, Top Tier MBA with international experience.
Key Interests and Experience
· Driving operating entities to efficiently integrate the firm’s strategy and vision. · Developing value–building directives and the tactical activities that quantitatively define operating objectives. · Creating and implementing organic and acquisition growth strategies including revenue and profit growth initiatives. · Fully defining organizational strategy vis-à-vis market, position and competitive assessments. · Defining and managing cost and value drivers to maximize business performance; product, process & customer/market rationalization.
EDUCATION
MBA, Emory University- Atlanta, GA (Concentration in Strategy and Finance) BSME, Boston University- Boston, MA (Mechanical Engineering)
PROFESSIONAL EXPERIENCE
The Home Depot, Atlanta, GA 2004-Present World’s largest multi-channel retailer of home improvement and building materials, with approx 1900 retail stores and 40,000 product SKUs
MANAGER PERFORMANCE OPERATIONS Reporting to head of store operations, responsible for product availability; strategic process and workflow improvements within the retail segment, including optimization of product placements, integration of new and promotional SKU merchandizing, and uniformity of product offering. Monitor and assess SKU velocity classes to maximize revenue, margin and availability. Track emerging product & vendor trends to proactively pursue market opportunities.
· Developed workflow optimization of hourly resources virtually eliminating overtime expenses · Redefined Material handling procedures significantly mitigating RTV, damage and markdown expenses by 40% · Drove replenishment teams to achieve total stock responsibility maximizing product availability and optimizing sales.
ITT Industries, Roanoke, VA 1999-2002 High tech manufacturer of photonic devices: Image Intensifier tubes, photo-cathodes, and night vision systems for the defense, commercial and consumer markets.
MANAGER–BUSINESS DEVELOPMENT & STRATEGIC PLANNING Responsible for senior level analysis, evaluation and critical assessment of business risks, opportunities, and division’s future direction. Responsible for identifying, investigating and business analysis of financial performance including acquisitions and new market development utilizing EVA and VBM methodologies. Identified and vetted numerous acquisition targets; conducted preliminary due diligence. Responsible for process improvements and project management of critical initiatives (Six Sigma gatekeeper).
· Led strategic and operations planning efforts; reversed double digit declines in revenue and profitability, structured revenue forecasting & planning metrics · Conducted criteria, search, and rationale: created white papers for division’s acquisition activities resulting in two highly successful acquisitions and strategic joint ventures · Created extensive industry and competitive analysis for worldwide photonic imaging devices · Developed comprehensive assessment of the Division’s competitive, market, product segmentation and EVA metrics · Integrated strategic and operating agenda creating future Economic Value and enhancing competitive positioning. · Reverse runaway SAP APO implementation resulting in vendor redevelopment of software functionality without additional cost. SAP's APO became the first large and most complex successfull implementation as a standard product · Streamlined CRITICAL factory production and scheduling function from 14 days to 2
Packard Bell NEC Electronics, Sacramento, CA 1997-1999 $5 billion privately held manufacturer of personal computers, servers and related hardware serving primarily the retail and consumer community.
DIRECTOR - STRATEGY & FINANCIAL OPERATIONS
Strategic direction and business development manager focusing on operation controls and performance improvement. Responsible for execution of controller initiatives and operating plan directives including asset recovery, margin protection, inventory control and cost containment utilizing firm’s Key Business Indicators (KBIs) and performance metrics within a lean manufacturing environment. Monitored and measured materials purchasing, management, and inventory control initiatives. · Developed pricing and rebate product strategies for ‘Big Box’ retailer market decreasing "returns" to half the industry average · Ongoing structuring of business plans, sales forecasting and reserves management · Developed primary analysis and business decision scenarios for Executive Management · Implemented product lifecycle planning for retail products optimizing sales potential and eliminating market obsolescence · Developed and implemented ongoing materials management assessment, yielding reduction of $300M in inventory exposure · Created and maintained quarterly inventory forecast model for dynamic product requirements
KPMG LLP (BearingPoint); Strategic Services Consulting - Atlanta, GA 1993-1996 $3 billion management consulting firm providing performance improvement and strategy consulting.
SENIOR CONSULTANT Managed high visibility, aggressive and strategic initiatives requiring immediate performance results. Lead service provider of management consulting to manufacturing and process entities. Responsible for complete client service responsibilities: product delivery, financial performance measurement, business development, change management, and client training. Cumulative benefit to clients reached approximately $1 billion.
· Defined and developed operations models for multiple manufacturers, focusing on true product, process and customer costs. Profitability increased by $15M+. · Conducted extensive analysis for domestic and international operations of a “Big Three” automotive manufacturer; defining product and process costs at foundry, component, and assembly plants. · Provided business assessment and strategy initiative to establish base-line data for a division-wide reengineering effort for a premier packaging company · Developed and implemented factory planning, scheduling, and costing system for a premier furniture manufacturer: Defined true product cost and factory metrics. |