SUMMARY OF QUALIFICATIONS
A highly adaptable and entrepreneurial leader with a broad range of work experiences in both Fortune 500 and Big 4 professional services organizations. A systemic thinker with a process orientation and exceptional analytical skills. Graduate of a top MBA program with concentrations in strategy, organizational behavior, economics and finance. Demonstrated strengths include:
- Performance measurement / management
- Balanced Scorecard
- Business process reengineering / redesign
- Strategic planning
- Organizational redesign and implementation
- Activity-based costing (ABC) / Activity-based management (ABM)
- Business case development and financial modeling
- Systems development and deployment
- Team Leadership
- Change management
- Contract renewal / negotiation strategy
- Estimating / Pricing
PROFESSIONAL EXPERIENCE
BOUTIQUE CONSULTING FIRM – ILLINOIS 2004 - PRESENT
A performance management and operations improvement consulting firm that has served clients in the financial services, manufacturing, professional services, healthcare, and not-for-profit industries.
Founder and President (2004 – Present)
Upon leaving Fortune 500 Co., I founded a consulting practice that would leverage my extensive experience in performance measurement, strategy and finance. Clients have ranged from Fortune 500 corporations to small not-for profits. Examples of client engagements include:
• Developed a detailed business case and business plan for one of Nasdaq’s largest volume trading companies.
• Developed and implemented an activity-based management (ABM) application for a pension fund with over $12 billion in assets under management, allowing management to better understand individual fund profitability and its actual cost-to-serve.
• Created a performance management process and related training to improve organizational alignment for a $1 billion manufacturing company.
• Assisted a leading marketing services firm in identifying opportunities to reduce supply chain costs for a key customer by more than $5 million.
• Facilitated strategy and goal setting sessions for health care and not-for-profit organizations.
FORTUNE 500 CO. – CHICAGO, IL 1997- 2004
A leading manufacturing company, with annual revenues in excess of $7 billion and 40,000 employees (2004). After a merger with another large player in the industry, most leadership team positions in my division were eliminated.
Director – $100 million division of Fortune 500 Company (2002-2004)
Asked by business unit president to join his management team to complete a market segmentation effort and then spearhead the turnaround of the business unit's eighteen person pricing organization. Implemented changes resulting in improvement in customer and job evaluation and twenty percent improvement in price levels. Price level increases improved earnings $2 million.
• Achieved a fifteen percent favorable variance on a $2 million budget, reduced turnaround times by approximately twenty-five percent, and significantly improved customer service by consolidating two separate estimating and creative design teams into a single facility, upgrading talent and successfully completing a platform-wide standardization project within three months of assuming new role.
• Developed a custom web-based pricing system that was launched on-time and on-budget while under an aggressive four month deadline.
• Completed a market segmentation study, including competitive analysis, development of a market segmentation survey, analysis of survey results, creation of initial value propositions, and selection of target market segments for organization to pursue.
Director – Large Systems Rollout (LSR) (2001 – 2002)
Recruited by the former senior vice president of operations for a $700 business unit to oversee the business case and finance team for a $100 million systems replacement effort designed to standardize and improve customer service, , inventory management, and the collection of manufacturing data. While maintaining responsibility for LSR finance team, participated in the redesign of Fortune 500 Co.’s core business/organization.
• Managed finance staff responsible for the development, tracking and reporting of performance measures and key performance indicators tied to the LSR business case. Included development of the financial model used to track performance of the project against the original business case and providing related reporting for CEO and Board of Director updates.
• Member of the twenty-person team responsible for developing the restructuring plan for Fortune 500 Co.’s $3.5 billion core business operation. Deliverables included recommendations for the primary customer/market segmentation, go-to-market strategy, new organization structure, macro process redesign, and implementation plan. Acted as lead facilitator for C-level executive steering committee meetings. First year operational improvements associated with the redesign included cost reductions of over $160 million.
• Led the ten-person team responsible for the design of asset utilization/work acceptance organization, including “as-is” process mapping, detailed future state process design, development of detailed job descriptions/roles and accountabilities, compilation of system requirements and development of transition plans. First phase implementation of design delivered $7 million in hard savings.
Director – $700 million business unit (1998 – 2001)
Manager - 700 million business unit (1997 – 1998)
After leading several projects as a member of the Big 4 Consulting team that supported Fortune 500 Co.’s $20 million activity-based costing implementation, I was recruited by the Fortune 500 Co.’s project sponsor to work with him in his new role as VP of Finance for a $700 million business unit, where I was responsible for leading the team providing finance support to the business unit’s manufacturing operations.
• Drove financial analysis for asset rationalization effort and made recommendations for plant consolidation that resulted in excess of $5 million in first year savings.
• Developed Fortune 500 Co.’s corporate-wide performance management framework and methodology and led the initial program rollout, including facilitation of C-level executive management sessions. Conducted rollout sessions for corporate staff functions, business units, and manufacturing plants. Recognized as the performance management subject matter expert within Fortune 500 Co.
• Led financial analysis efforts for the successful renewal of one of the company’s five largest contracts (in excess of $1 billion of revenue over the life of the contract). Worked closely with cross-functional senior management team to develop strategy for contract negotiations. Developed innovative contract terms to provide win/win outcomes for both Fortune 500 Co. and our customer that allowed Fortune 500 Co. to improve customer EVA (economic value add) in excess of $2 million dollars per year.
• Worked with senior management to develop a Balanced Scorecard for the $700 million business unit and was responsible for monthly scorecard reporting. Also participated in the development of Fortune 500 Co.’s corporate level Balanced Scorecard.
• Directed material yield improvement efforts that generated over $15 million of annualized savings.
• Managed the team responsible for the business unit capital appropriation process and providing of ad-hoc analysis.
• Supported special projects as assigned, including the evaluation of several acquisition opportunities.
• Developed the conceptual framework for a unit cost reporting application linking financial performance to work mix, volume and productivity variances. Oversaw initial pilot rollout.
• Actively involved in the annual strategic planning process and served as a strategy team captain.
BIG 4 CONSULTING FIRM – NEW YORK 1991 - 1997
One of the world’s largest professional services firms, offering consulting, tax and attestation services.
Manager/Senior Consultant - Operations Improvement Consulting (1995 – 1997)
A two time President’s Award recipient. Managed the planning and execution of activity-based management (ABM) cost model implementations at the corporate staff, business unit, and plant levels of Fortune 500 companies.
• Developed ABM models that allowed clients to identify process improvement opportunities and achieve an accurate understanding of product, customer, and market profitability. Responsibilities included management of project teams of up to twelve members, activity and product cost analysis, budgeting, identification of process improvement opportunities, and preparation and presentation of findings to senior executives.
• Strategic cost analysis of sales process for Fortune 500 manufacturing organization led to $2 million in annual process savings.
• Built activity-based costing model for Fortune 1000 consumer good company that enabled management to identify a significant number of underperforming stock keeping units (SKUs) and improve profitability.
• Developed software application which reduced client’s ABM model update cycle times from two months to five days while providing standardization across multiple manufacturing facilities that allowed for improved analysis and benchmarking.
• A member of the ABM Technology team comprised of select thought leaders responsible for developing and implementing the firm’s ABM technology strategy.
Supervising Senior/Senior/Staff Accountant – Attestation Services (1991 – 1995)
• Lead auditor in-charge on the largest client in Long Island office, a $6.5 billion electronics company. Responsibilities included supervision of staff of up to fourteen professionals, reengineering of audit process, budgeting, and financial reporting process. Through reengineering efforts, staff hours were reduced fifty percent and engagement profitability was doubled while improving client satisfaction.
• Industry experience included manufacturing, insurance, government, banking and not-for-profit.
EDUCATION/CERTIFICATIONS
MBA – concentrations in Finance, Strategy and Organizational Behavior, and Economics
University of Chicago, Graduate School of Business (2000)
BBA, Accounting
Hofstra University (1991)
Certified Public Accountant, Inactive, State of New York (1993) |
