SUMMARY
Accomplished senior level finance and administration executive with progressive and broad experience in international consumer packaged goods and industrial manufacturing companies. Partners with executives and their teams to set goals, and helps them understand their strategic, financial and business performance. Creates and executes action plans to win and retain business, and to improve profits and cash flow. Collaboratively leads traditional controllership, planning, and analysis work, balancing strategic engagement and “hands-on” problem solving. Strong interpersonal skills are combined with demonstrated drive, commitment, integrity and cultural sensitivity.
> Financial Planning and Analysis
> Business Control
> ERP Systems Implementation
> Acquisitions, JV’s, and Integration
> Restructuring
> Process Improvement
> Pricing
> Forecasting
> Customer Service
PROFESSIONAL EXPERIENCE
CANANDAIGUA WINE COMPANY. Canandaigua, NY.
1996-2004
$1 billion producer and marketer of over 40 leading wine brands that are distributed in the United States and worldwide. A division of Constellation Brands, a $4.5 billion international alcoholic beverage producer, marketer and distributor.
EXECUTIVE TEAM MEMBER.
2001-2004
Concurrent to the first two positions outlined below, served as a member of a 10 person senior leadership team chaired by the CEO. Drove actions to achieve near-term financial targets and accomplish long-term strategies. Set direction and executed company vision and goals, business strategy, HR policies and compensation practices, performance management metrics/tools and strategic/tactical actions. Planned and executed restructurings.
VICE PRESIDENT, FINANCE AND SALES ADMINISTRATION.
2002-2004
Promoted to also provide leadership for Financial Accounting (G/L consolidation, policies, practices), Accounts Receivable, Accounts Payable, Payroll and Project/Job Cost Accounting. Responsible for 65 people with 8 direct reports.
> Avoided potential failure of core systems - A/R, A/P, G/L, Order Entry, Inventory, etc. by providing strategic and tactical direction in implementing a JD Edwards enterprise resource planning system without business disruption.
> Reduced department costs by 20% and centralized transaction processing via workflow reassignment and headcount reduction.
> Focused Sales and Operations to achieve shipment and profit goals, increasing volume by 5% and generating $10MM profit.
> Improved CEO/CFO planning and decision-making by better integrating Sales' revenue/profit forecast into the financial planning process.
> Enabled CEO and CFO to meet Sarbanes-Oxley requirements for financial statement certification and internal control review due to a comprehensive assessment of processes and controls.
> Minimized corporate borrowing by increasing the reliability of Cash Flow forecasts. Corporate treasurer cited the results as exemplary.
VICE PRESIDENT, SALES ADMINISTRATION.
2001-2002
Partnered with the Senior Vice President Sales of a $900MM business to achieve shipment, distributor inventory and profit goals. Led 7 Controllers who provided planning, analysis, forecasting and financial control. Managed 30 Customer Service/Order Entry people and 4 Demand Forecasters.
> Maximized short and long-term performance by completely integrating two transformational acquisitions ($175MM+ revenue, 10 brands, 200+ sku's) in four months.
> Restructured an overburdened Customer Service organization to manage a 30% increase in activity while reducing headcount 7%, minimizing overtime, and improving morale.
> Drove quicker problem solving, developed clearer information, improved control in weaker regions, and increased teamwork among the controllers by standardizing financial processes across 5 regions.
> Sales and Operations Planning process improved demand forecasts by 30% and minimized out-of-stock sku’s.
> Reduced $1.0MM financial exposure and maintained product shipments through a period of protracted negotiations with distributors.
> Closed $10MM profit gaps during the annual budget process and maximized profit performance by challenging assumptions in the “bottom up” plan and recommending adjustments.
DIRECTOR OF BUSINESS ANALYSIS.
1999-2001
Provided financial leadership and support for the Senior Vice President Sales. Monitored performance and highlighted opportunities and risks. Performed operations and pricing analyses, volume/profit planning, budget reviews and forecasting. Primary liaison with Marketing, Operations and IT to solve issues or secure resources.
> Eliminated year-end multimillion-dollar promotion spending "surprises" by creating tracking mechanisms and driving a more fiscally responsible culture. Pricing and promotion controls and tools cited as best in the Corporation.
DIRECTOR OF PROCESS EXCELLENCE.
1998-1999
Coordinated a team of regional Vice Presidents and consultants in sales process design and implementation.
> Improved sales effectiveness and senior management’s access to “flash” volume, revenue, and profit information by creating and installing a common sales process and tracking system.
> Overcame resistance across 5 divisions by incorporating best practices, training, and diligent follow up.
DIRECTOR OF FINANCE. SPARKLING/BRANDY AND INTERNATIONAL BUSINESS UNITS.
1996-1998
Provided business leadership and financial support for $150MM and $40MM units respectively. Provided financial planning and analysis, strategic/annual/monthly forecasts, pricing and profitability analyses, and business development support. Also served as Controller for the Cribari Winery. Focused on operations analyses, product cost, capital, and facility viability.
> Assumed team leadership for an unfocused, newly created, business unit until a VP manager was hired. Created the business Plan and surpassed the profit goals in a mature market. Scope included brand management, winery operations, sales reviews, and product development. Responsible for 25% of the company's profit.
> Improved capital allocation by persuading managers to minimize investment levels in an aged winery. Focused capital spending on maintaining strategic capabilities and improving safety.
AIR PRODUCTS AND CHEMICALS, INC. Allentown, PA.
1985-1996
$6 billion international producer and marketer of atmospheric and specialty gases, specialty chemicals, equipment, and services, supporting customers in technology, energy, healthcare and industrial markets.
REGIONAL CONTROLLER. SPECIAL ASSIGNMENT. BANGKOK INDUSTRIAL GASES. THAILAND.
1996
Led analysis and project structuring for several $60MM+ joint venture opportunities. Briefed local owners, Air Products management and JV partners. Trained local staff.
> Advanced the investments by identifying ways to improve returns, manage tax issues, coordinate financing, and enhance the deals’ structure.
REGIONAL CONTROLLER. GASES GROUP-CANADA, LATIN AMERICA, SOUTH AFRICA.
1993-1996
Partnered with the Vice President in managing local operations with revenue exceeding $350MM. Led a team of 25 who provided complete financial support for 5 subsidiaries and joint ventures. Provided strategic and financial planning, capital and acquisition analysis, cash flow forecasting, dividend policy and financing support. Responsible for the general ledger and translation of foreign financial statements into US GAAP and Tax bases.
> Facilitated "step change" growth by managing liquidity and increasing visibility and accountability for Brazilian operations. Created cost management systems and cash forecasting mechanisms to manage $100MM of new investment.
> Accelerated review and approval of Brazilian and South African investments by spearheading the analysis and proposal development, and managing the internal approval process.
MANAGER OF ACCOUNTING. GASES GROUP-EQUIPMENT DIVISION.
1990-1993
Responsible for accounting for a $100MM operation building large capital items. Managed staff of 7 who delivered project cost collection and control, invoicing, R&D accounting, financial reporting, and environmental exposure tracking. Implemented spare parts invoicing system and a new general ledger. Department processes were recognized by a corporate Quality Award.
SENIOR FINANCIAL ANALYST / FINANCIAL ANALYST. CHEMICALS GROUP.
1987-1990
FINANCIAL ANALYST. CAREER DEVELOPMENT PROGRAM.
1985-1987
ROCHESTER GAS AND ELECTRIC CORPORATION. Rochester, NY.
1982-1983
COST ANALYST, RATES DEPARTMENT.
Developed electric cost of service analyses and other pricing studies. Designed and implemented electric, steam and gas pricing. Computerized pricing models.
EDUCATION
EXECUTIVE DEVELOPMENT PROGRAM. UNIVERSITY OF PENNSYLVANIA. Wharton School.
MBA. CORNELL UNIVERSITY. Johnson Graduate School of Management. Finance/Accounting. XEROX summer internship. Cornell University internship.
BA. UNIVERSITY OF NOTRE DAME. Economics.
OTHER
Computer skills: COGNOS, Excel, Word and PowerPoint. Certificate in Management Accountancy (CMA). Member: Institute of Management Accountants (IMA), Financial Executives International (FEI), and Financial Executives Networking Group (FENG). |
