SENIOR FINANCIAL EXECUTIVE
Senior financial executive with 20 years of expertise in mergers and acquisitions, corporate finance, international finance, raising debt and equity, managing large cash and debt portfolios, financial reporting, accounting, information systems, ERISA plans, and strategic planning. Diverse management experience in public and private companies including time as President, Chief Financial Officer, Treasurer, VP of Operations, and Plant Manager. MBA and CPA credentials.
KEY SKILLS AND QUALIFICATIONS
Acquisition Planning, Implementation & Integration
Raising Debt and Equity
Financial Reporting in Public and Private Environments
Managing and Increasing Profitability
Budgeting, Forecasting and Strategic Planning
Turnaround Experience
Creating Performance Measurements
ERISA Plans Management
International Finance and Multi-Currency Experience
Enterprise Systems Management
PROFESSIONAL EXPERIENCE
Privately Held Disposable Medical Products Manufacturer 2002
Sales of $100 million and 1,000 employees. High volume, off-shore, sterile manufacturer selling products exclusively through 2 step distribution.
Interim Chief Financial Officer ¡V Consulting assignment; July 2002 ¡V November 2002. Initiated and completed due diligence on various acquisition opportunities, conducted a search for and selected a new banking partner, and managed the finance and IS functions while the firm searched for appropriate CFO candidates.
Consumer Products Manufacutrer 1999 ¡V 2002
International manufacturer and marketer of premium equipment with annual sales approaching $100 million and 400 employees. Product was sold direct to consumers, direct to commercial accounts and through retailers, dealers and distributors. 30% of total revenues were derived from international sales. Products and parts were sourced from China/Taiwan. Hired as the Chief Financial Officer in 1999 and promoted to President in 2001. Company was sold to in 2002. Private equity ownership.
President & CEO 2001 - 2002
„h Promoted to President & CEO by Board of Directors, with a mission to improve financial and operational performance and to sell the business.
„h Removed $6 million, 20%, of overhead costs and returned business to profitability.
„h Secured new financing facility and increased production and sales 30%.
„h Launched three new products in first 6 months, increasing sales in all channels.
„h Added VP Sales and Marketing, refocused sales efforts and improved sales in all channels; consumer, retail, commercial and international.
„h Successfully sold the business and merged operations into new parent company.
Senior Vice President & Chief Financial Officer 1999 ¡V 2001
„h Managed Accounting, IS, Human Resources, Legal and Logistics functions, (22 people).
„h Responsible for acquisition activities, debt management, financial reporting, financial planning and capital raising.
„h Led the process to sell the business: evaluated and engaged investment banking firm and managed the sale process involving strategic and financial buyers.
„h Completed the acquisition of a major competitor: Negotiated the purchase agreement, raised additional capital, restructured existing debt, and led the integration activities.
page 2
Global Holding Company 1988 - 1999
The foreign parent owned 40 diversified manufacturing businesses with annual sales totaling $7 billion. The US subsidiary holding company owned 18 of the 40 businesses. I was hired as the US Holding Company Treasury Manager in 1988 and progressed to a number of other roles, each with increasing responsibility, over a period of 11 years, on the corporate staff and in a manufacturing subsidiary.
Group CFO 1998 ¡V 1999
„h Member of a two person team responsible for managing a group of eight subsidiaries with annual sales of $1 Billion.
„h Direct reports included eight subsidiary CFO¡¦s. Responsible for financial controls, financial audits, annual budgets and major capital investment evaluations.
„h Managed all acquisition and disposition activities within the group.
„h Portfolio included businesses in the plastics, metal fabrication, material handling, manufacturing automation, construction and food processing industries
„h Leader of USA Investment Committee responsible for $500 million of ERISA assets.
Manufacturing Subsidiary
A $100 million manufacturer and marketer of residential, commercial and industrial HVAC components.
Vice President of Operations 1996 ¡V 1998
„h P&L responsibility for 6 manufacturing facilities - 3 union, 3 non-union (1 maquiladora). Acted as Plant Manager for 6 months to improve an under-performing plant prior to hiring a successor plant manager.
„h Changed plants from MRP batch manufacturers to JIT manufacturers using the Demand Flow (JCIT) model.
„h Established plant-wide profit sharing programs for all plant employees.
„h Managed ISO and QS certification and compliance processes.
„h Initiated and facilitated Kaizen teams to drive continuous improvement.
„h Responsible for the construction of a new 200,000 sq. ft. manufacturing facility; completed on-time and on-budget.
„h Negotiated labor agreements with UAW and USW and managed grievance and arbitration issues.
Director, Finance and Administration (CFO) 1994 ¡V 1996
„h Assigned to subsidiary along with a new President to turn-around a troubled company; increased profitability 200% over 5 years.
„h Managed Accounting, IS, Credit, Legal and Product Liability functions.
„h Reorganized staff of 15, re-engineering functions and reducing headcount. Stemmed inventory losses, balanced the general ledger, created financial controls, created new financial reporting and received clean audit opinions.
„h Managed the acquisition of a $30 million competitor: Identified acquisition target, created financial valuations, prepared acquisition and consolidation plan, negotiated letter of intent and purchase agreement, developed and managed due diligence and integration processes.
Treasurer, US Holding Company 1988 ¡V 1993
„h Joined as Treasury Manager in 1989, promoted to Asst. Treasurer then Treasurer.
„h Managed all treasury functions for the $3 billion North American holding company of a foreign parent.
„h Managed $1 billion debt portfolio and $400 million cash portfolio.
„h Negotiated and managed credit facilities for acquisitions and working capital.
„h Integrated treasury operations of acquired businesses.
„h Managed corporate foreign currency and interest rate exposure.
„h Managed preferred stock call and common stock buy-back programs.
Project Manager, Global Consulting Firm 1987 ¡V 1988
Managed teams of engineers, programmers and trainers to complete manufacturing productivity improvement projects for consulting clients in a variety of industries, typically achieving a 3:1 cost savings.
page 3
Accounting Supervisor, Oil and Gas E&P Company 1982 ¡V1986
Held four different assignments of increasing responsibility over four years for this $2 billion oil & gas exploration and production company.
Two State Universities 1986 - 1997
Taught Finance and Economics courses to undergraduate and MBA students.
EDUCATION AND CONTINUING EDUCATION
Louisiana Tech University, MBA, Finance (Ruston, LA) 1986
The Pennsylvania State University, BS, Accounting (State College, PA) 1982
The Manufacturing Executive Program, The University of Michigan (Ann Arbor, MI) 1996
The Program for Management Development, The University of Michigan (Ann Arbor, MI) 1993
Certified Cash Manager, Treasury Management Association 1990
Certified Public Accountant 1984
PERSONAL DATA
Age: 42 Married with 3 children Interests: My children¡¦s activities, road cycling and golf. |
