Key Strengths include:
- Statistical Analysis and Modeling
- Large Scale Budgeting and Forecasting
- Building and Operating Back-Office Units
- ERP/PSA/BI Design and Deployment
- Leadership and Professional Development
- Mergers & Acquisitions
- Excellent Communication Skills
- Complex GAAP and Audit Issues
- Managing Large Concurrent Projects
- Business Development and Negotiations
- Developing Key Client Relationships
- Treasury Management Under Constraint
PROFESSIONAL EXPERIENCE
2007 TO PRESENT
ROME CORPORATION-HOUSTON, TEXAS
ROME was founded in 2002 to deliver enterprise credit risk solutions to the energy and financial services markets. The company has closed deals with key industry leaders, and achieved $8m in revenues in 2007, with a run rate of $20m per year through June of 2008. ROME is currently concluding a sale of the business to a strategic buyer.
CHIEF FINANCIAL OFFICER AND VP, FINANCE & ADMINISTRATION
Recruited by ROME’s CEO to develop a world-class finance and administration function for the rapidly growing firm. Hired as VP of Finance and quickly promoted to CFO. Responsible for all administrative operations of the company including accounting, financial analysis and reporting, treasury management, human resources and recruiting, contract administration, IT operations, and facilities management.
Accomplishments Include:
-Leading a bid and sale process for the company consummating in the successful negotiation of an Asset Purchase Agreement for the sale of the company’s assets to a strategic investor.
-Securing $3.2m in equity and $1m in debt financing over 9 months.
-Deploying ERP and PSA tools and implementing process and control enhancements to improve financial and metric reporting, expense management and ensure controlled growth.
-Creating pricing models and processes to improve services profitability. Deploying services automation tools, metrics, and reporting to provide real-time accountability for services managers.
-Direction and oversight of accounting policy and management of audit teams to ensure favorable interpretation and compliance with critical financial reporting issues, including revenue recognition.
-Managing ongoing VC investor relations including financial reporting and involvement in monthly board meetings to provide financial insight and analysis.
-Developing and rolling out sales and services compensation plans.
-Developing and managing banking relationships and treasury activities, including the negotiation of $1 million of incremental debt financing.
-Managing treasury process to ensure ongoing liquidity despite stringent capital constraints.
Manage staff of 3 managers and 6 support employees.
2006 TO 2007
EMPYREAN BENEFIT SOLUTIONS, INC.-HOUSTON, TEXAS
Empyrean Benefit Solutions is an early-stage startup healthcare services business. Empyrean provides services including Third Party Administrator services, insurance brokerage, benefit administration, and benefit consulting. Founded in 2005, the company achieved $4m in revenues in 2007.
CHIEF FINANCIAL OFFICER AND EXECUTIVE VP, FINANCE & ADMINISTRATION
Recruited by Empyrean’s CEO to provide financial and operational leadership to the rapidly growing firm. Secured $3m in venture equity, and $2m in debt to support the continued growth of the organization. Developed financial planning models to support growth. Developed and deployed back office systems and processes to support anticipated $50-75 million in TPA transactions. Exited Empyrean as the outcome of M&A activities.
2001 TO 2006
MERCER HR SERVICES, LLC-HOUSTON, TEXAS
The world’s third largest provider of Health & Welfare and Pension Outsourcing services, with over $1 billion in global outsourcing revenues. Mercer HR Services was formed with the merger of Synhrgy HR Technologies, Inc. into Mercer HR Consulting in January of 2004. Mercer HR Consulting is the largest global provider of Human Resources consulting services.
2004 TO 2006 - PRINCIPAL - DIRECTOR, OFFICE OF BUSINESS MANAGEMENT
Post-acquisition I led the integration and consolidation of all administrative functions into Mercer and eliminated associated operating redundancy. Involved planning and managing the migration of functions to Mercer and associated employee communications and training. I was retained at the request of Synhrgy’s COO to run several troubled operations as a troubleshooter and turnaround specialist. I became the executive sponsor for several strategic accounts and managed over $51m of new business in 2005. While in this role I received two promotions in level and increased my earnings by 40%.
Accomplishments include:
-Serving as Executive Sponsor and Account Manager for strategic accounts, negotiating and managing deployment of $51m in new business in 2005.
-Turnaround of US Sales Operations function, supporting an increase in sales activity from 22 new clients in 2003 to 86 in 2004 while holding staff flat and reducing contract backlog from 120 days to 30. The function supports RFP production, pricing, and contract negotiations, and was absorbed into the Sales and Legal departments after being righted.
-Reducing North American facilities cost by 5% in 2005 while increasing capacity by 20% through space management and aggressive renegotiation of contracts. This work continues in 2006 and these results have been recognized by MMC Corporate Real Estate and are being replicated globally.
-Developing comprehensive Business Continuity Plan for southwestern region service centers. Successfully deployed under my direction during Hurricane Rita, minimizing impact of the storm on operations and avoiding service level penalties.
-Responsible for leading a cross-functional task force to engineer and negotiate the operating, technical, and marketing details, and execute a strategic partnership agreement with IBM, netting $63m in new business through 2006.
2001 TO 2004 - VP OF FINANCE
Recruited to run the Financial Planning and Analysis function of this venture-backed technology startup shortly after the firm’s second round of funding, when revenues were $21m and the business had negative operating cash flow of $8m annually. I was hired by the CFO to develop systems and controls required to manage anticipated growth, ensure long-term liquidity, and position the firm for a investor exit strategy by 2005. I developed the team, processes and tools that drove doubling in revenue and a $9 million increase in annual operating cash flow within three years.
As a result, in 2003 the firm was courted by Mercer HR Consulting and in January 2004 concluded a merger netting investors a 150% return on investment over three years.
Accomplishments include:
-Developing the team, processes, and applications to improve reporting, forecasting and budget cycle time and accuracy. Moved from 2 week reporting cycle to real-time reporting capabilities. Budget and forecast cycle time reduced from over 2 months to average of 2 weeks. Deployed Web-based OLAP planning and reporting tools using Hyperion applications to support project level forecasting and reporting.
-Creating pricing models and processes to support profitable business growth. Developed and applied an activity based cost model to develop an accurate and scalable pricing model still in use by Mercer.
-Direction and oversight of accounting policy and management of audit teams to ensure favorable interpretation and compliance with critical financial reporting issues, including revenue recognition and software capitalization.
-Managing ongoing VC investor relations including monthly, quarterly and annual operating and financial reporting packages.
-Developing and rolling out simplified sales compensation resulting in achievement of targeted outcomes including improved sales, contract turnover, and revenue recognition.
-Developing and managing banking relationships and treasury activities, including the negotiation of $14 million of debt financing.
-Managing investment banking selection, relationships and due diligence during the bid process and eventual sale of Synhrgy.
Managed staff organizations of up to 30 persons and project teams of 70.
2000 TO 2001
COMPUCARE MANAGEMENT AND SYSTEMS, INC. AUSTIN, TEXAS
A venture-backed Application Service Provider specializing in development and marketing of clinical records management applications for residential foster care and inpatient mental health services. CompuCare grew from under $500,000 in annual revenues to over $2 million during this time.
CHIEF FINANCIAL OFFICER / VP OF OPERATIONS
Brought the systems, operations, and processes of this family-run business up to the level required for anticipated growth. Ran accounting and finance, information technology, customer support, product development, and human resources. Responsible for operating management and policy setting in each of these functions.
Accomplishments include:
-Developing and applying accounting policies, processes and financial reporting standards, as well as financial and cash-flow budget and forecast discipline.
-Building professional back-office operations for accounting, IT, and Human Resources.
-Cultivating banking and investor relationships resulting in additional capital infusions and alternative financing sources for clients to improve cash flow and facilitate sales.
-Leading IT and Product Development functions, improving infrastructure reliability and product scalability.
-Planning and executing the firm’s first client conference.
With the retraction of technology capital in late 2000 the VC backers of CCMS decided to retrench and cut planned investments, resulting in stalled sales. After exploring possible M&A options, I developed and implemented a restructuring plan allowing the firm to survive tightening capital conditions, ultimately leading to the consolidation of several senior positions including my own. Managed a staff organization of 26 persons.
1999 TO 2000
DELL COMPUTER CORPORATION-AUSTIN, TEXAS
Dell Computer is the world’s second largest manufacturer of personal computers and associated products, with over $50 billion in revenues, and over 65,000 employees worldwide.
MANAGER IT FINANCE
Hired by Dell’s head of IT Shared Infrastructure Services to provide turnaround leadership and analytical support for the then flagging organization. Managed the accounting close and financial reporting for a $45 million, 400 person cost center. Improved forecast accuracy from +/- 11% to +/- 3% in first two months and maintained this level of accuracy. Created and implemented an integrated business-driven model for resource capacity planning. Led international task force to develop global best practices for capacity planning. Managed staff of 2 financial analysts.
1996 – 1999
IBM - BURLINGTON, VERMONT / AUSTIN, TEXAS
IBM is the world’s largest provider of Information Technology Hardware, Software, and Services with almost $100 billion in revenues and 390,000 employees globally. Microelectronics is the flagship organization for IBM’s leading edge research and development in microprocessor technology. Tivoli Systems develops and markets network monitoring and systems integration platforms and was acquired by IBM in 1996.
I was recruited by IBM directly out of William & Mary’s MBA program. I quickly assumed positions of increasing responsibility and was promoted to management within 18 months. I began my tenure with IBM as an analyst, developing an activity based cost model for pricing microprocessors, and within two years was responsible for a team of 5 analysts supporting a $700 million global operating budget.
My next career move within IBM would have required relocation to a headquarters role in New York, a move I was unwilling to make due to family obligations. For this reason when I was offered a new challenge at Dell Computer (headquartered locally) I elected to pursue this opportunity.
1999 - FINANCIAL PLANNING MANAGER
TIVOLI SYSTEMS SALES COMPENSATION - I was tasked with turning around this troubled function that had been plagued with delayed and inaccurate compensation calculations. Reengineered calculation and payment processes, integrated multiple source systems and developed a web-based compensation tool resulting in accurate and on-time payment of 600 person sales force with multiple revenue streams and complex compensation plans. Supervised 4 Staff Accountants.
1997 TO 1998 - FINANCIAL ANALYSIS LEAD
TIVOLI SYSTEMS GLOBAL PRODUCT GROUP CONSOLIDATION - Forecast, analyzed and reported R&D, Cost, and Marketing $700 million global operating budget for $1.5 billion software business. Coordinated global planning and reporting process including product development offices in Italy, and sales and marketing offices in Europe, Asia, and Latin America. Designed and administrated budget model for $1 billion operating budget using Hyperion Pillar. Supervised 5 Financial Analysts. Finance team leader for the acquisition and integration of a $230 million public company (Software Artistry) into Tivoli’s operations.
1996 - FINANCIAL ANALYST
IBM MICROELECTRONICS - I was hired as an intern to develop a pricing model for IBM’s microelectronics manufacturing division based on activity based cost information. The model I built was deployed for both pricing of current products and for the estimation of cost and pricing implications of new technologies and applications. I was retained on a part-time basis to maintain and improve this model while I completed my studies, and was subsequently offered regular employment by IBM.
1988 TO 1994
UNITED STATES ARMY – ARMY CORPS OF ENGINEERS
82B CONSTRUCTION SURVEYOR – HONORABLE DISCHARGE
Accepted into the most restrictive enlisted Military Occupational Specialty available at the time. Responsible for layout and oversight of major construction projects including roads, warehouses, and air strips. Awarded General Creighton W. Abrahms award and a meritorious promotion as honor graduate from Basic Training class. Awarded Army Commendation Medal for graduating with honors from Advanced Individual Training.
EDUCATION:
MBA, William & Mary – Magna Cum Laude
BS Finance, University of Louisiana – Summa Cum Laude |
