SENIOR BUSINESS LEADER AND STRATEGIC EXECUTIVE
2001 - PRESENT WIRELESS INFRASTRUCTURE COMPANY
Privately held eighteen million dollar manufacturer and distributor of wireless infrastructure material. Products are manufactured from steel and other primary metals. Customer base includes wireless carriers, network operators, management companies, telecom equipment distributors and construction organizations
CHIEF FINANCIAL OFFICER / CHIEF OPERATING OFFICER
Brought into this family-owned company to ignite growth, take over management of its daily operations from the semi-retired owner, and lead the organization. Mapped a new vision and strategic direction; introduced structure and discipline; created opportunities to extend market reach, improve efficiency, and enhance profitability.
Transformed this early stage regional wireless infrastructure distributor into a mature sustainable cash producing national market player. Assumed full P&L responsibility and grew all economic measures dramatically:
Revenues up 600% during tenure Last 3 years ROE 15%, 30%, 42%
Increased inventory turns from 2 to 6 Last 3 years ROA 7%, 19%, 46%
- Led research, selection, and implementation of the companys first ERP system. Transitioned inventory, accounting, sales, and purchasing operations to the new platform. Developed meaningful metrics, and leveraged the new platform to monitor performance, create business forecasts, and support strategic planning
- Leveraged improved IT systems to restructure financial and accounting processes leading to a reduction in days sales outstanding from 74 days to 44 days, improving cash flow and reducing working capital requirements.
- Recapitalized the business through new financial partnerships, reducing debt service requirements and providing much-needed working capital to fund planned business development efforts.
- Monitored compliance with debt covenants and monthly financial reporting. Improved covenant performance increasing fixed charge coverage ratio from 1.2 to 3.7, and improved ratio of total liabilities to tangible net worth from 3.4 to 0.2.
- Led discussion with and valuation of an industry competitor for potential acquisition. Modeled synergies and revenues required to justify a range of purchase prices and purchase structure alternatives.
- Led R&D and sourcing efforts to transform company into a contract manufacturer by developing our own product line. Sourcing began with domestic manufacturing and evolved to include offshore manufacturing for the most labor-intensive products, leading to a 20% reduction in production costs. Re-purposed a portion of the savings to invest in growth opportunities.
- Improved decision-making around inventory management through a combination of replenishment techniques which facilitated greater inventory turns, reduced freight expenses, lowered space requirements, and created better serviceability rates.
- In 2014, led efforts and negotiation to secure primary supplier status with a nationwide distributor. Successful negotiation expected to result in an estimated $4 Million in 2015 revenues.
- Gained new visibility by capturing preferred-vendor status with a nationwide distributor and global infrastructure company, which has since grown into the Company's single-largest customer.
- Established a team of outside professionals as resources with expertise in areas including business law, structural engineering, patent law, and information technology, which assisted us in achieving our objectives for excellence within strict financial constraints.
- Developed and promoted leadership talent, raised employee satisfaction/engagement, and improved retention. Expanded benefits programs, including health insurance, supplemental coverage and retirement plans.
- Created the infrastructure, systems, and processes that serve as the backbone of company operations, including warehouse layout, location methodology, and strategic item storage to facilitate efficient order pulling. Instilled the pulling, packing and shipping procedures and processes necessary to allow for a high volume and high quality environment.
1999 - 2001 FINANCIAL SERVICES COMPANY
Multi Billion Dollar Global Financial Services Organization
REGIONAL VICE PRESIDENT
Hired as an associate and promoted to Regional Vice President after 12 months.
Took over leadership of a new account base within the Southern region. Established sales/growth strategy and drove business development efforts, building an account portfolio of over $20 million in assets within two years.
? Led the district to a Top 10 ranking in the U.S. for sales of financial planning services and gained recognition regionally as a subject matter expert on the planning process.
? Co-created the Regional Business Planning Group, which was tasked with developing and launching a comprehensive package of consultative financial-planning services for businesses.
1994 - 1998 INDUSTRIAL SUPPLY COMPANY
Privately held billion dollar distributor of industrial supplies
PHYSICAL DISTRIBUTION MANAGER / SALES DEVELOPMENT MANAGER
Hired as Management Trainee, promoted to Sales Supervisor after 30 days, promoted again to Bin Filling Supervisor six months later. Promoted to Physical Distribution Manager one year later and promoted 15 months later to Sales Development Manager.
Advanced beyond initial sales and warehouse management duties to a senior operations role directing customer fulfillment, packaging and shipment of more than 5,000 orders daily for a leading nation wide industrial supply company. Controlled a $2 million materials budget. Hired, trained, and supervised the performance of over 50 reports.
? Achieved planned growth in five markets, delivering $60 million in annual revenue.
? Outperformed all branches nationwide in turn time by redefining cycle-filling procedures and improving overall order picking and freight preparation efficiency.
? Co-led space planning and product layout for a 100,000-square foot expansion of the facility.
? Mitigated the impact of a UPS labor strike by exhibiting the foresight months in advance to structure a contingency agreement with FedEx, as well as proposing alternative shipping strategies, including use of regional couriers and independent freight shippers.
? Enhanced bin-filling efficiency and accuracy for regional warehouse: Ranked first amongst all branches by delivering a consistent .05% error rate.
? Supervised dozens of new management trainees and supervisors, helping to evaluate and develop them within the high corporate standards. Several of them went on to management positions themselves.
1991 -? 1994 U.S. AIRLINE COMPANY
CONTRACT SERVICES MANAGER
Joined as a Methods Analyst, working on feasibility studies related to product purchases or operational changes. Promoted after twelve months to a Coordinator position within the Properties & Facilities department which was responsible for Airline?s operating contracts at every airport worldwide. Promoted after fourteen months to Manager within newly created Contract Services department which took over responsibility for every service contract at the airline. My primary function became the selling of services to other airlines and negotiation of the contracts for these services. I was part of a team which developed strategies for improving facility profit margins by increasing utilization of assets at high demand airports.
Negotiated multi-million dollar contracts for sub-leases of Airline?s gate facilities, handling services and VIP lounge access with senior decision makers at international airlines. Key negotiating partners included Virgin Atlantic, Saudi Arabian Airlines, Austrian Airlines, Varig, Aeromoxico, and Aeroflot. Interfaced extensively with Airline?s corporate legal and risk management teams as well as each affected department to determine full cost impact, develop business cases and structure contact terms and pricing to maximize ROI.
? Netted more than $2 million annually on the contract with Saudi Arabian Airlines while preserving a long-term, very solid relationship that could be leveraged across other facets of Airline?s business.
? Gained substantial visibility among airport managers, earning reputation for devising operational improvements and strategies effective in improving facilities? P&L performance.
EDUCATION
M.B.A., EMORY UNIVERSITY, ATLANTA, GA (2014)
FINANCE
BETA GAMMA SIGMA
B.S., THE JOHNS HOPKINS UNIVERSITY, BALTIMORE, MD (1990)
MATHEMATICAL SCIENCES (ECONOMICS EMPHASIS) |
