Executive Finance Manager - Chicago, IL (2002-Present)
Leader of operations finance
Integrated financial operations, valued at $47MM of annual costs, and expanded financial service activity without adding staff. Responsible for $195MM 2002 spend plan, resulted in beating the operating plan by $9MM. Realigned ‘Operations Finance’ team and operating platform to drive 2003 cost take out target of $12MM. Facilitated Operations Leadership team through production of detailed operational annual plan, including SG&A, for both current service platform and newly integrated segment. Designed and supported implementation of the recently added business segment operational and financial digital cockpit, built on key leading indicators. Managed financial disposition of 8 repair shops. Led and facilitated decisive 2003 hold on remaining repair shop closure activities due to excessive disposition and transaction costs. Essential role in multiple team projects, activities and cross-business processes: Repair shop metric realignment, Productivity project financial benefit approval, Assignment deal approval, Cost take out initiatives
Disposition Task Force Finance Leader - Princeton, NJ (2001-2002)
Led 4 person team and facilitated business leadership team in successful sale of business. Duties included financial auditing and financial statement preparation to issue requests for bid and purchase. Completed audit in preparation of combined financial statements for formal KPMG rep’d presentation for $5 billon bid to sell business. Drove all related business activities to make adjustments and build consolidated financial statements. Rebuilt “1st Cost” historical profile, representing 80% of balance sheet, for satellites and earth station equipment. Developed and built complex price modeling solution to drive $1 billon investment, of multiple International satellites, which will serve as a tool to manage toward the 10% ROI target.
Senior Manager – International Corporate Audit & Consulting Staff (1999 to 2001)
Led 7 teams totaling 15-18 associates reporting directly to CEO and CFO. Engagements spanned more than one business segment and objective, including multiple risks, opportunities and countries. Responsibilities included financial audits, internal financial and operations consulting as well as process improvement.
Financial Audit & e-Commerce:
Led full scope audit of $14 billion balance sheet, total adjustments resulted in $16 million. Executed cross business review of strategic investments across multiple business platforms. Validated and revised strategic and execution plan of an e-business $7.5 billion trade exchange opportunity spanning three business units. Completed capacity analysis to support three year 400% growth plan. Developed validation testing procedures for launch of Web based credit-scoring model.
Global e-Sourcing - 5 Business Units across China, Multiple US Cities:
Expansive scope including 4 businesses units in the US and China. Led e-Auction qualification and training for 188 people representing a total of 30+ business units across US, Europe and Asia. Expanded in scope company e-Auction events from 31 to 270+. Built and rolled out supplier qualification tools for all of the China business units. Led design prototype of a patentable web-based application for aggregating e-Auction buying power by decreasing cycle time from two months to two days. Drove cross-business effort to coordinate the prioritization and loading of 183 electronic indirect material catalogs. Developed cross-business global distribution model resulting in a signed deal with a China-based 3rd party vendor.
Financial Audit - Florence, Italy:
Led full scope audit of $3.8 billion balance sheet, total adjustments resulted in $(44) million. Developed specification and guidelines for a new foreign exchange accounting system. Implemented analysis tool to improve accuracy and efficiency of job-costing process.
Acquisition and Integration - Belfort, France:
Led closing of $1.3 billion deal resulting in a $62 million price adjustment. Partnered with business to close books for year-end on a GAAP basis resulting in adjustments to goodwill of $13 million and operating margin of $10 million. Drove definition and completion of the new operating plan. Conducted integration of the finance organization and systems. Cut 85 days off of the closing process and rolled out detailed resourcing plans.
Manager – International Corporate Audit & Consulting Staff (1998 to 1999)
Led 3 teams of 6 to 10 people covering one GE business, including multiple risks and opportunities.
Variable Cost Productivity & Cash Forecasting Initiative - 4 Business Units; Various US Locations:
Drove sustainable and transferable solutions to increase variable cost productivity “line of sight” and improve the ability to forecast funds flow. 5 of 6 projects where presented as best practices at the Executive Finance Council. Led two cross-business, Senior Finance team, off-site summits. Developed VCP Web site to enhance on-going cross business sharing.
Financial Audit - Philadelphia, PA:
Led 4 auditors to perform a full scope $1 Billion balance sheet audit. Identified in excess of $(20) Million in adjustments and major controllership breakdowns. Defined detailed plans for 12 critical “stop-gap” projects requiring 5 additional resources or 9,500 man-hours to drive appropriate fixes to the current Modular Space platform and assist in the smooth reorganization to a new product line platform.
Year 2000 Audit - Asia Pacific Region:
Assessed Y2K readiness, drove project planning and execution across all Company Industrial and Capital platforms in Asia Pacific. Implemented Asia-wide Sharing Forums. Proactively analyzed Y2K external bank risks across 750 banks and 189 legal entities. Created tracking process for both identifying potential Y2K risks and tracking Y2K software fixes to Company installed equipment base.
Associate – International Corporate Audit & Consulting Staff (1996 to 1998)
Internal consultant role in various forums and informal leader of 3-4 auditors. Additionally, acted as primary interface with business leadership.
Financial Audit - Danbury, CT:
Led 4 auditors in performing a full scope portfolio audit including receivables (90% of $17 Billion balance sheet), reserves and residual analysis. Identified $3 Million in write-off’s. Designed and implemented “Risk Management” auditing methodology.
Global Sourcing - Italy and Various US Locations:
Led 3 auditors in conducting a baseline assessment of global Sourcing processes, systems, and metrics across 6 Sourcing operations, identified and shared Best Practices, quantified barriers and developed streamlined operational proposal.
Financial Audit - Cincinnati, OH:
Audited $5.5 Billion Long Term Service Agreement Portfolio, consisting of 19 contracts, resulting in a $(31) Million P&L adjustment and created framework for business to analyze cost patterns and conduct an annual portfolio margin review.
Financial Analysis & Audit - UK and Germany:
Assessed $600 Million in asset pension controllership and financial obligation positions across 54 legal entities in UK and Germany, identified a $31 Million gap in German pension benefit obligation, developed pension asset and liability tracking mechanism and established ownership structure.
Productivity Process Enhancement - Tokyo, Japan
Completed statistically driven analysis of customer call center to decrease call transfers from 0 Sigma to 3 Sigma and increase availability. Implemented weekly dashboard with 9 key metrics addressing both customer time and customer value indexes.
Financial Audit - Tokyo, Japan
Audited cash accounts, cash routines and controls of $1.7 Billion annual cash flow. Developed account reconciliation processes and long term catch-up strategy including resource planning.
Manufacturing Manager – Manufacturing Leadership Development Program (1994 to 1996)
Manufacturing leadership development program focused on developing modern manufacturing techniques and leadership skills.
Shop Operations Leader - Springfield, MO:
Led 60 hourly first shift employees to produce a weekly target of 7,500 motors and drove 8% labor productivity and achieved 6% production output increase by implementing manufacturing pull techniques.
Quality Engineer - Springfield, MO:
Reduced stator test rejects by 47% in five months. Designed and implemented “Set-up” operation sample and check procedure to streamline on-line quality issues.
Environmental, Health & Safety Engineer - Fort Wayne, IN:
Developed a common OSHA Confined Space Program across 3 business units, Executed implementation and rolled out training and additionally implemented secondary containment for hazardous waste storage area.
Sourcing Commodity Leader - Fort Wayne, IN:
Responsible for $16 Million annual budget. Produced $1.4 Million labor productivity savings, 10% cost reduction through consolidation, and negotiated 20% price reduction via design enhancements on a new casting line.
Mechanical Design Engineer - Fort Wayne, IN (1993 to 1994)
Conducted industrial motor design alterations. Led 3 draftsmen. Team member of multiple process and design improvement teams. Completed implementation of lost foam casting process, enhanced product design resulting in $200,000 of material savings per year. Team member of a casting task force. Addressed over 120 individual casting issues, including quality and design, resulting in over $200,000 productivity savings annually, $50,000 material savings annually and 70% reduction in quality rejects. As a new product introduction team member, redesigned 29 cast iron parts. Implemented 8 designs, at 20% under budget, resulting in $300,000 material savings per year.
Process Design Engineer - Buffalo, NY (1992 to 1993)
Process engineer working in dairy, beverage, food and pharmaceutical industry. Primary responsibilities included customer driven delivery of products, services, and customer-site problem solving, preparation of quotations, including system design, labor, and material estimates and pump sizing. Sold a $200,000 air valve order in competitive bid pool. Designed steam and water system as part of $30,000 pilot plan. Completed detailed dairy process plant overhaul schematic.
Education:
BSME, Mechanical Engineering, Michigan State University 1992
Awards:
Stock Options Granted 1997, 1998, 1999, 2000, 2001, 2002, 2003
GE Management Leadership Award – 1994
GE Power Systems, CEO granted, cash award – 2000
Training
Executive Communication – Edith Poor
Effective Written Communication
Six Sigma Quality Black Belt Course
Process Engineering Training Program
GE Co-op Engineering Program
Audit Leadership Course
Manufacturing Management Leadership Program |
