Transformation COO CFO

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Position
Transformation COO CFO
Location Confidential
Yes
Willing to Relocate
Yes
Industry
Consulting--Management--(alsoEngineering/Science)
Function
CONSULTANT-/-Generalist/BusinessMgmt.
Compensation
$100,000 to $200,000

Resume Summary
Combines consulting and operating leadership skills to quickly and calmly dissect and correct complex business problems under extreme pressure. Unique ability to hit the ground running in unfamiliar circumstances across a wide range of industries, company size, and cultures.

Resume Body      TRANSFORMATION COO CFO

Performance Improvement Executive
Enterprise Level Transformation Leadership Specialist

Combines consulting and operating leadership skills to quickly and calmly dissect and correct complex business problems under extreme pressure. Unique ability to hit the ground running in unfamiliar circumstances across a wide range of industries, company size, and cultures. Demonstrated innovation, motivation, and guidance conceiving, developing, and leading enterprise level transformations in Operations, Supply Chain, Financial, and Information Technologies. Ability to influence decisions and lead change initiatives. Position responsibilities include Interim Operations Executive, Chief Financial Officer, Program Manager, Internal Audit Director, Division Controller, Cost Accounting and Financial Planning Managers, and Senior Consultant.

SELECTED STRENGTHS
Significantly improve operating performance delivering higher quality and greater bottom line results.
Build a highly efficient infrastructure with key performance metrics and measurable employee performance.
Deliver consistent goal achievements facilitating progress and providing tight budget administration.
Spearhead strategic alignment efforts including process innovation and change management leadership.
Enhance strategic thinking outside the box using clean slate creativity and reverse engineering principles.
SELECTED ACCOMPLISHMENTS

Replaced a severely under-performing CEO and turned around a $40 Million Mfg. company hemorrhaging half a million dollars per month. Achieved a positive cash flow within 45 days and profitability within 120 days. Realized a $3 Million+ annual savings and drove gross profit margin up 18.5% (over 3 times historic average).

Provided effective leadership to greatly improve financial condition for diverse $50 Million group of manufacturing & engineering service companies suffering declining sales across multiple markets. Overall, eliminated cash flow surprises and saved the company in excess of $1 Million, exceeding expectations across multiple metrics.

Spearheaded strategic efforts to regain profitability and achieve significant revenue growth for a financially under-performing $20 Million consumer products manufacturing and distribution company. Achieved a $1.4 Million pre-tax profit and growth from $13 Million to $20 Million within 2 years.

Core competencies include:

Performance Improvement " M&A " Business Development " Strategic Alliance " Change Management " Operations " Policy Development " Budget Administration " Capital Planning " Information Technologies " Customer Relationship Management " Program Management " Strategic Planning " Forecasting " LEAN " Six Sigma " Supply Chain " Standard Cost " Job Cost " Activity Based Cost " Business Intelligence " Management Reporting " Cash Management
________________________________________

CAREER TRACK

CHIEF FINANCIAL OFFICER  INTERIM VP OPERATIONS 2010 - 2012
CONFIDENTIAL - MFG & CONSTRUCTION CO.

Strategic advisor and turnaround leader for 40 year old company struggling to survive a 70% decline in Sales. Oversee and direct operations, marketing and sales, finance and accounting, financing & cash management, forecasting, budget administration, and human resources. Develop and launch owner exit strategy.

? Reformatted management reporting, added performance metrics and goals, and developed detailed project forecasting and cash management tools to identify and overcome liquidity problems. Implemented daily cash requirements planning for all departments.

? Implemented systems and processes to automate construction estimating, manufacturing purchases and production control, and project management.

? Identified financing alternatives and launched performance goal attainment needed for an Owner exit strategy.


CHIEF FINANCIAL OFFICER  INTERIM GENERAL MANAGER 2009-2009
DOTT INDUSTRIES - AUTOMOTIVE TIER 1

Replaced a severely underperforming CEO and turned around a $40 Million company hemorrhaging half a million dollars per month at the bottom line. Analyzed all aspects of the enterprise to determine issues and to formulate solutions aligned with new short-term profit and long-term growth goals. Held P&L responsibility.

? Successfully met all goals. Achieved a positive cash flow within 45 days and profitability within 120 days. Realized a $3 Million+ annual savings, and improved gross profit margin by 18.5% (over 3 times historic average).

? Transformed operating processes and quality management; revitalized and directed manufacturing, engineering, marketing and sales, finance and accounting, cash management, annual budgeting, sales forecasting, and human resources. Proactively consolidated underperforming departments required to meet turnaround plan expectations. Mentored and guided executive and senior management personnel through changes, and identify and resolve issues in a timely manner to ensure plan adherence.

? Closed facilities and consolidated operations and departments to reduce headcount while meeting production and quality standards. Personally negotiated new pricing structures, and replaced high-cost vendors. In addition, restructured employee benefits and trade debts removing $3 Million in annual costs.

? Developed and implemented cash management systems, new operating guidelines, weekly spending analysis and procurement costs, and headcount requirements by product type. Rebuilt the existing management reporting system, and ensured new systems and approaches achieved immediate results.

CHIEF FINANCIAL OFFICER 2006 - 2008
GONZALEZ GROUP  AUTOMOTIVE TIER 1

Provided effective leadership to greatly improve financial condition for this diverse $50 Million group of companies suffering declining sales across multiple markets. Collaborated with executive managers and other key decision makers to identify issues, evaluate market and industry trends, and launch initiatives resulting in bottom-line performance.

? Overall, saved the company in excess of $1 Million, exceeding expectations across multiple performance metrics.

? Planned and managed the consolidation of selected manufacturing facilities to lower costs and improve efficiencies and time to market delivery.

? Identified and eliminated unprofitable business segments, and reduced healthcare premiums without reducing employee benefits.

? Rebuilt management reporting using fully-burdened Activity Based Costing concepts isolating profitability by segments. Built and implemented an integrated cash and budgeting forecasting system, strengthened internal controls and improved management planning accuracy.


CHIEF FINANCIAL OFFICER 2005 - 2006
J. AMERICA, INC.  CONSUMER GOODS MFG. & DISTRIBUTION

Spearheaded efforts to achieve significant revenue growth for this underperforming $20 Million consumer products manufacturing and distribution company with client base that included large retailers, distribution centers, and other clients in the US and overseas.


? Achieved a $1.4 Million pre-tax profit during first year following 5-year breakeven history, with projected $2.2 Million the second year. Efforts achieved a growth rate from $13 Million to $20 Million within 2 years.

? Took reins of the global supply chain, including introducing buying options to reduce obsolescence, and developed strategy utilizing local outsourcing for low margin product production savings.

? Other special projects included a blended Volume Discount and JIT methodology utilization. Secured new Asian and Central American suppliers, and negotiated international financing and delivery strategies.

? Process improvements included Cash Management forecast accuracy, added weekly P&L forecasts for Operations, converted Asian LOC terms to LDP for increased borrowing availability, and improved A/R collections.


SENIOR CONSULTANT  ENGAGEMENT MANAGER 2000 - 2005
VARIOUS AUTOMOTIVE TIER 1 & 2 COMPANIES

Directed key business functions for this successful consulting company specializing in minority-owned business clients. Developed market analysis and client acquisition strategies, pricing structures, presentations, established relations with principals, and oversaw engagements from conception through delivery. Hired employees and forged multi-disciplined teams. Held P&L responsibility.

? Directed team identifying in excess of $1.5 Million in unnecessary expenses, as well as revamping IT functions for an additional $250 Thousands in savings for a manufacturing client.

? Assisted a transportation firm in avoiding projected losses and identified the potential for $500 Thousand in revenue. Formulated development of new operations and distribution procedures aligned to customer Mexico. Engagement exceeded client expectations, combining ERP, Visual, and Kan Ban methodologies based on departmental best fit for both manufacturing and assembly functions.


PROGRAM MANAGER  ACQUISITION INTEGRATION & CENTRALIZATION 1996 - 2000
LEAR CORPORATION  AUTOMOTIVE TIER 1

Reported to CIO. Brought aboard to develop critical acquisition integration and procurement centralization projects to control and manage abnormally high corporate growth rate for this $14 Billion global leader. Recruited and directed project managers and teams, implemented appropriate methodologies and processes to manage the transformations.

? Conceptualized and implemented a business model, and secured in excess of 30 strategic alliances to create an internet-based procurement system with projected annual savings of $20 Million.
? Researched, evaluated, and secured low-cost IT alternatives saving millions of dollars in acquisition integration and maintenance costs using Business Intelligence software.
? Slashed years off integration timing, and facilitated data integration on a worldwide basis, consistently meeting deadlines and cost restrictions.

________________________________________


EDUCATION

MBA  MASTER OF BUSINESS ADMINISTRATION - LEADERSHIP
California Lutheran University, Thousand Oaks, California

BBA - BACHELOR OF BUSINESS ADMINISTRATION  ACCOUNTING
Western Michigan University, Kalamazoo, Michigan
________________________________________

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