CHIEF FINANCIAL OFFICER
International / Growth Strategies / Multi-site / Startups / Integrations / Turnarounds / M&A
Due Diligence / Team Building / Fortune 500 / Negotiations / Strategic Planning / Capital Markets
Effectively led financial operations within small to Fortune 500 companies in industries such as energy, renewable energy, utilities, petroleum products, energy technology, and satellite systems, including accounting, tax, finance, risk, IT, and HR. Have substantial global experience including M&As, capital markets, and strategic planning in Asia, Europe, and North / South America. Skilled in raising financing, including venture capital, non-recourse debt, and private equity. Arranged largest cash package M&A financing since KKR acquisition of RJR Nabisco.
Negotiated and closed largest M&A deal in non-Japan Asia at $2.7B for large Independent Power Producer ("IPP").
Managed team in hostile takeover of British utility, resulting in $1B first-year revenues.
Served as major contributor in turning around $20M losses to $328M annual profit at large IPP.
Part of senior team that grew operating profit from $154M in FY06 to $340M in FY07 for large wind energy, gas storage, and energy trading company.
Transitioned large private company to a global finance model to improve governance for greater profits.
Developed and implemented creative tax monetization financing strategy for wind energy, resulting in 100% plus EBITDA increase for wind energy business, and was largest ever tax monetization for wind.
Skills: Building dynamic cash management and cost efficiency programs on an international scale. Financing. Structuring and negotiating M&As. Improving bottom line performance through development of productive strategic alliances. Employing effective growth and cost containment strategies. Building highly effective teams.
PROFESSIONAL ACHIEVEMENTS
Negotiated and closed largest M&A deal in non-Japan Asia at $2.7B for large IPP. The firm had no presence in Asia. Brokered meeting between IPP and target company CEOs. Led project execution team to value the business, perform due diligence, and negotiate terms. Designed process for commercial banks to bid and provide financing. Led negotiations on deal structure, terms, and conditions. Managed negotiation and closing of $800M non-recourse acquisition debt by new Asian entity. Produced $200M annual net income.
Managed team in hostile takeover of British utility, resulting in $1B first-year revenues. Takeover protections for a privatized British utility company were expiring and IPP wanted to grow. Pursued the deal in London as a project team leader. Launched a hostile takeover via a dawn raid tactic by acquiring over 12% of corporate stock on the day the deal was launched. Negotiated and closed $1B of non-recourse acquisition finance in one week to secure the deal. Produced $100M in profit and $1B in revenues in first year of ownership.
Served as major contributor in turning around $20M losses to $328M annual profit. IPPwas losing $20M annually, had a small balance sheet and limited operations. Tasked to make the business profitable or shut it down. Developed new business strategy focusing on key domestic and international markets. Added new capabilities, streamlined decision making, and eliminated unprofitable activities. Grew profits to $328M annually within seven years with a $14B balance sheet with operations in US, Asia, Europe, and South America.
Led 140% increase in profits to turn around Brazilian subsidiary of large private company. The company had moved from profitability to a loss position, plus the Brazilian operation required consistent cash infusions. Guided Brazilian management in analysis. Drove establishment of improved credit/collection policies. Started process of a complete strategic review of operations, which convinced leadership to divest Brazilian business. Improved cash flow by 25%, and moved $5M loss to a $2M profit.
Transitioned large private company to a global finance model to improve governance for greater profits. The firm had quickly moved into China, Brazil, and Mexico but was hampered with a small firm finance structure. Added a corporate finance function, recruited a new controller with global perspective, and hired an international controller with greater process and governance perspective. Reduced days sales outstanding (DSO) in Mexico by 10%. Increased net income in China by $3M due to tax efficiencies. Overall profits improved due to better governance.
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Developed creative tax monetization financing strategy for wind company, resulting in a greater than 100% EBITDA increase. As a result of a multi-billion dollar investment program in wind energy, Wind Company was generating more production tax credits and accelerated depreciation tax benefits than it could efficiently utilize. Developed and implemented a creative partnership financing structure that efficiently captured the value of these tax benefits as well as providing the capability to efficiently raise additional non-recourse debt. Closed largest wind tax monetization in history with a consortium of tax investors.
CAREER HIGHLIGHTS
Board of Directors, Renewable Energy/Green House Gas Private Equity Fund, 2007 to Present
Part-time advisory board for new $1.5B private equity fund focused on green house gas reduction investments and carbon credit monetization.
Chief Financial Officer & Senior Vice President, "XYZ," Inc., 2005 to 2007. Directed the financial operations of $2B company engaged in wind energy, natural gas storage, thermal generation & originiation, and energy trading. Managed staff of over 135.
Chief Financial Officer, Large Private Company, 2003 to 2005. Directed financial operations of $1B subsidiary of $50B Koch Industries, Inc., a highly diversified firm with a presence in 50 countries that employs over 30,000 people. Managed staff of 150 in US, China, Brazil, and Mexico. Aided in reengineering efforts to close unprofitable plants, realign division operations, reduce costs, and focus on selling higher margin products.
Chief Financial Officer & Senior Vice President, Renewable Energy Company, 2001 to 2002. Managed financial operations for start-up energy technology firm, which had patents to convert biomass into a direct substitute for natural gas. Raised new finances through private equity. Early stage investors included Ted Turner through his foundation and Arthur Blank, a co-founder of The Home Depot.
Chief Financial Officer & Vice President, Satellite Communication Co., 2000 to 2001. Raised/pursued additional financing with strategic partners and major investment bank for early stage firm constructing a mobile satellite system (FAISAT) for global data communications. Pursued both private equity and high yield bond offering financing. Led development of employee compensation program. Strategic investors included General Dynamics, Raytheon, L-3 Communications, and Polyot, a Russian aerospace firm. Managed financial operations, administration, and HR.
Large Eenrgy Company, the holding firm for multiple public utility companies with $9B in revenues. Rapidly promoted through the ranks of large energy company and its subsidiaries to positions of increasing responsibility.
Vice President & Treasurer, IPP., 1996 to 1999, the largest independent power producer in the world with operations in Asia, Europe, and the Americas. Negotiated, structured, financed, and closed largest non-Japan Asia M&A transaction, which contributes $200M annually in profits. Arranged a committed $12B credit facility to finance a cross-border hostile acquisition, structured so $10B was non-recourse debt and is believed to be the largest cash package arranged since the KKR acquisition of RJR Nabisco. Led staff of 55.
Director of Corporate Finance & Treasurer, IPP., 1994 to 1996. Designed and recruited an entirely new finance organization of 35 employees to support the firms strategic growth plans. Managed team in hostile $1.8B cross-border acquisition that established the company as a major energy player in the United Kingdom and contributed over $100M in first-year profits.
Director of Corporate Finance & Assistant Treasurer, IPP., 1993 to 1994. Led project finance efforts through a staff of 20 to support project development, including acquisitions and greenfield development on a global basis.
Manager of Corporate Finance Unregulated Businesses, Large Energy Company, 1990 to 1993. Provided financial support and analysis for all unregulated business initiatives. Focused on a start-up independent power producer, various energy technology ventures, and a retail electronics chain.
Senior Financial Analyst / Financial Analyst / Accounting Analyst, Utility Company, 1983 to 1990. Provided finance analytical support for operations, rate cases, and financings.
Financial Analyst / Consultant, Synergy, Inc., 1981 to 1983. Provided contracted analytical services to Federal Energy Regulatory Commission, Environmental Protection Agency, and Civilian Reserve Air Fleet for DoD.
Research Assistant, The World Bank, 1977 and 1979. Provided research and analytical support as collegiate intern for economic investigation for agricultural projects in South Asia in Burma and Bangladesh.
EDUCATION / AWARDS
MBA, Finance, The College of William & Mary. BA, Economics, The George Washington University. Executive Development Consortium for Senior Managers, Emory University. Awards: Project Development & Finance Award. Deal of the Year for the Americas Award, Project Finance Monthly Magazine. International Deal of the Year Award, Atlanta Business Chronicle. Chairmans Excellence Award, The Southern Company. |
