FINANCE DIRECTOR / CFO / DIVISIONAL VICE PRESIDENT - FINANCE
Operations Analysis / P&L /
Process Improvement / Financial Analysis /
Growth Strategies / Mergers / Global /
Fortune 50 / Forecasting / Investor Relations /
Turnarounds / Competitive Analysis
Achievements and experience in strategic and
tactical analysis and planning, supporting
Hewlett Packard (HP), Compaq and Digital
Equipment Corporation (DEC). Led teams in
finance, corporate strategy and operations in
US, Europe and worldwide business units.
Directed budgets of $35B and managed staff to
64.
* Developed and implemented operational
scorecard, improving HP sales management focus.
* Led implementation of HP staffing controls
with 10% reduction in people costs over in 12
months.
* Managed reengineering of data analysis and
management reporting processes, improving
Compaq.
* Collaborated as key member of DEC analysis
team on redirection, driving focus and enabling
turnaround.
Special Skills: Analyzing profitability,
competitive performance and cost controls.
Building rapport with internal and external
customers. Maintaining focus in constantly
changing, global environments. Simplifying and
solving complex financial and operational
problems. Meeting demanding goals and
objectives. Presenting solutions in open-
forums.
MS, Finance & Strategic Planning, Carnegie
Mellon University.
BA, Economics & Sociology, St. Lawrence
University.
SELECTED ACCOMPLISHMENTS
Developed and implemented operational
scorecard, improving HP sales management focus.
Americas Technology Solutions Group needed to
improve both top-line and profit performance.
Led cross-functional team, designing and
implementing new processes on operations-
centric scorecard. Focused teams on why instead
of what, improving profitability and sales
growth.
Led implementation of HP staffing controls with
10% reduction in people costs over 12 months.
Company had taken charges against earnings to
facilitate reductions in operating expenses.
Hiring was outpacing reduction. Teaming with
human resources, designed and implemented
processes to manage headcount. Produced 10%
reduction in people-related costs over 12
months. Achieved rebalancing of workforce
skills.
Managed reengineering of data analysis and
management reporting processes, improving
Compaq. Company had outgrown reporting and
analysis processes, focusing on data gathering
instead of running businesses. Collaborated to
implement cuts in data collection while
improving data quality. Weekly management
reviews refocused on qualitative analysis of
operating metrics. Increased focus on value-
added analysis, improving corporate vision and
steering.
Collaborated as key member of DEC analysis team
on redirection, driving focus and enabling
turnaround. Company had extended period of high
management turnover. Bottom-line suffered
during transitions. Analysis team studied
situation, making real-time board
recommendations. Collaborated on modeling.
Demonstrated profitability scenarios,
identifying key products and services for
selling strategy refocus. Process improved
overall performance.
CAREER HISTORY
Hewlett Packard, $92B computer systems and
services company (merged with Compaq in 2002).
Finance Director, Americas Technology Solutions
Group. Relocated from Europe in 2005. Led
cross-functional teams tasked with improving
operational performance and reducing resource
costs. Redeveloped policies for managing
headcount and implemented procedures for off-
shoring. Focused on management and operational
scorecard.
Director, Consumer Operations, Finance &
Business Administration, Europe/Mid-East/Africa
(EMEA), 2003-2005. Revamped processes to
improve profitability while raising customer
satisfaction. Drove planning and
implementation, decreasing overall cost
structure by 14%. Re-focused and re-engaged
business administration function.
Director, Enterprise Systems Group, Financial
Planning & Analysis, EMEA, 2002-2003.
Facilitated coordination of Compaq�s business
management structure with HP financial mandates
in Europe within largest division of company.
Compaq, $35B computer systems and services
company (merged with Digital Equipment
Corporation in 1997).
Director, Financial Planning & Analysis, EMEA,
2000-2002. Relocated and restaffed operations
from Munich to Zurich. Directed core team of
six and managed a team of 45 located in 14
countries for business of $13B in revenues with
locations in 130 countries. Implemented
corporate processes within hostile turnaround
environment.
Manager, Corporate Strategy, 2000. Led team to
refine channel management tactics and strategy.
Manager, Corporate Business & Financial
Analysis, 1998-2000. Restructured corporate
budgeting and forecasting processes. Provided
direct analytic support to CFO and Investor
Relations staff.
Early career history: Digital Equipment
Corporation, Manager, Financial Analysis. MCI
Corporation, Finance Manager, National Accounts
Team. General Mills, Financial Analyst,
Specialty Retail Group. |
