CHIEF OPERATING OFFICER / GENERAL MANAGER
Senior manager with strong financial, marketing, and entrepreneurial skills
Vice President / General Manager for a $6.8 million biotech subsidiary
Increased biodefense revenues by 40% and profits by 50% in one year
Proposal manager for $5 million of funded defense contracts
Directed government and commercial contract performance for $11.8 million of contracts
Created business plans and business models for innovative IT consulting practices at AMS
Served as a Board of Director for a Non-Profit organization while attending graduate school full-time
Saved $1 million for a Fortune 500 company while leading a mergers and acquisitions team
MBA with CPA license
2001-2003 Analex Corporation; Advanced Biosystems Subsidiary, Manassas, Virginia Analex - a publicly-held $55 million information technology, biodefense, and engineering company Advanced Biosystems (ABS) - posted $6.8 million in revenues for 2002 as a consulting/research & development company targeted at bioterrorism defense for homeland security
VICE PRESIDENT / GENERAL MANAGER
Reported to the President of Advanced Biosystems. Managed the general operations for a 30-person biodefense division including finance, project management oversight, contracts management, proposal writing, intellectual property management, purchasing, and select business development activities. Business Team built from 0 to 5.
Promoted from Vice President of Operations to Vice President / General Manager in May 2002. Reported to the Analex CEO from May 2002 until the new President was hired in September 2002.
Led financial performance with the highest revenues and earnings before taxes in the 4-year history of Advanced Biosystems. 2002 Revenues exceeded plan by 11% and grew by 40% from 2001 revenues. 2002 Operating Profits (EBITA) exceeded our target plan by over 100% and were 50% greater than 2001 profits.
Earned 2002 Executive Incentive Program for Advanced Biosystems financial performance. Performance based increases were earned to the fullest extent possible.
Proposal manager for $5 million of congressionally funded program proposals. Developed the budget, negotiated subcontracts, and managed all necessary team inputs. Proposal inputs included scientific research, government proposal formatting, technical writing, reviewing, and contacts with the government contracts personnel. Capture manager for Advanced Biosystems first funded National Institutes of Health (NIH) SBIR (a Small Business award) for a new anthrax research direction.
Directed all government and commercial contract performance and compliance for multiple-year contracts totaling $11.8 million. Negotiated and implemented 8 major contractual revisions (including both technical and financial aspects). Contracts were fully in compliance with federal acquisitions regulations (FARs), defense federal acquisition regulations (DFARs), or commercial standards, even within a rapidly changing technical environment. Federal contract performance was for the U.S. Army, Defense Advanced Research Programs Agency (DARPA), and NIH.
Managed ten different subcontracts worth approximately $2.5 million with six different subcontractors.
Negotiated a three-year deal with a major university for joint collaboration that provided Advanced Biosystems with sole commercialization rights, lab space, and protection of our prior intellectual property.
Implemented new intellectual property procedures resulting in 31 patents pending filed in one year.
Spearheaded cost-cutting initiatives. Closed a previous lab construction project that was financially burdensome, halving the facilities expenses for Advanced Biosystems in 2002.
Joined Advanced Biosystems when there were no formal business processes and the purchasing process was negatively impacting the companyˇ¦s credit. Developed new processes for all major business processes, including purchasing, government contract compliance, monthly financial reviews, budgeting, forecasting, subcontract management, project management tracking, and intellectual property identification.
Laid-off when Advanced Biosystems experienced unexpected funding cuts from congressionally funded programs. 2003 funding was cut in December 2002 by over 50%. 2003 funding was 70% less than 2002.
1998-2001 American Management Systems (AMS), Fairfax, Virginia Publicly-held $1.2 billion international business and information technology company
PRINCIPAL
Reported to the Deputy Business Unit Manager. Focused on creating innovative IT offerings. Worked closely with senior practice managers, to develop new business models, technology implementation plans, and alliances. Accepted Advanced Biosystems position for increased responsibilities and compensation.
Promoted three times to more challenging assignments, including from Consultant to Principal. Reported to Consulting Managers, Senior Principals, the Business Unit Chief eCommerce Officer, and then the Deputy Manager for the Industrial Consulting Services Group, a 1000-person business unit.
Strategic Co-lead for a new wireless, mobile computing offering that included developing a new business plan and pricing model that enhanced potential profits by over 100%. Consulted on the first repeatable software implementation for a new client. Co-managed a $5 million pipeline.
Alliance Manager for a newly launched eBusiness alliance with Microsoft for the business unit. As a result of the alliance, acted as the Project Manager for two new Rapid Economic Justification engagements where I created an economic decision methodology for information technology and trained new consultants.
Developed the first business unit financial models for transaction-based pricing. Recommended negotiating positions with a commercial partner for a $10 million deal.
Consulted to the Vice President selected to analyze potential eProcurement investments for the Board of Directors. Created a new financial model for revenue and cost drivers to analyze the investment across 3 separate business units. Jointly advised the CEO on potential profitability, growth, and equity effects.
1999 Tensegrity, Rochester, New York Start-up consulting firm
BOARD OF ADVISOR
Advised the founder on financial and marketing issues for a million-dollar new venture. Consulted on preparing the business plan and proforma financial statements for venture capitalists.
1998-1999 Volunteers of America of Western New York, Rochester, New York Multi-million dollar non-profit organization
BOARD OF DIRECTOR
Advised President and Treasurer on financial and information technology issues, including hiring a Comptroller and evaluating future IT needs. Elected Strategic Chair for 1999.
1997 Foster Wheeler Corporation, Clinton, New Jersey Publicly-held Fortune 500 international engineering and construction company
SENIOR INTERNAL AUDITOR
Reported to the Internal Audit Director. Led a mergers and acquisitions due diligence team that identified over $1 million of favorable price adjustments for a $13 million divisional spin-off sale. Left to attend graduate school full-time. Foster Wheeler was aware of this option when I joined and offered a company sponsored part-time MBA.
1996-1997 Goulds Pumps, Fairport, New York Publicly-held $800 million international pump manufacturer
FINANCIAL ANALYST
Reported to the Corporate Director of Financial Reporting. Identified and corrected over $500,000 of prior accounting errors. Reduced monthly closing process by 25% through Business Process Reengineering. Moved to Foster Wheeler for more responsibility and compensation. Company was sold later in 1997.
1993-1996 Ernst & Young LLP, Syracuse, New York International accounting and business consulting firm
SENIOR AUDITOR
Reported simultaneously to 5 to 7 different managers and senior managers. Focused on SEC, manufacturing, health care, and entrepreneurial clients. Led direct fieldwork for two years, including financial statement auditing, SEC reporting, and multi-office audits. Responsibilities equivalent to the ˇ§Managerˇ¨ level. Recruited to Goulds Pumps.
Ranked highest in peer group for raises and challenging clients. Earliest second-year auditor to have direct supervisory responsibility for largest SEC account in the office.
Simultaneously ran 3 to 5 engagements, often with the same deadlines and disparate locations. All engagements were on time and on budget. Engagements involved supervising project teams of 3 to 6 members. Simultaneously managed 6 to 10 staff for different engagements.
Directed 10 to 15 pension audits concurrently as the Office Pension Lead for defined benefit and defined contribution plan SEC filings.
EDUCATION
William E. Simon Graduate School of Business Administration, University of Rochester Master of Business Administration, June 1999 Concentrations: Competitive & Organizational Strategy, Entrepreneurship, and Finance GPA 3.8 (Ranked in top 10% of class at a Top 25 Business School) LeMoyne College Bachelor of Science in Accounting; Minor in Taxation, May 1993 Summa cum Laude Graduate, GPA 3.9 (Ranked among top 3 accounting students) |