MICROSOFT CORPORATION Redmond, WA
Chief Financial Officer, Server Platforms Division
Responsible for financial activities for this $7B division. Resigned for personal reasons.
NETOBJECTS, INC. Redwood City, CA
1999 - 2001
Chief Financial Officer and Executive Vice President, Finance & Operations
Completed successful IPO. Recruited strong management team, including VP HR, VP General Counsel, IT Director, and IR Director. Implemented planning, budgeting, forecasting, and reporting processes. Developed and executed successful Y2K program. Completed 2 acquisitions, and $13M cash sale of business unit. Reduced quarterly close cycle by 50%, to 6 days. Improved infrastructure while reducing IT headcount by 40%.
1990 - 1999
Vice President, Finance & Administration--Worldwide Operations, 1998 - 1999 Redwood Shores, CA
Vice President, Finance & Administration--Americas, 1997 - 1998 Redwood Shores, CA
Responsible for financial and administrative activities for this $4.2B division
Vice President, Finance & Administration--Europe, Middle East & Africa Amsterdam, Netherlands
1995 - 1997
Responsible for finance, administration, facilities, information technology, tax and treasury activities for this $1.9B division. Consolidated financial application servers for all subsidiaries (28) into a single datacenter, to improve service levels, reduce cost & provide first class customer reference site. Initiated shared services model for back office functions. Expanded customer financing capability, increasing volume from $50M to $170M in first year. Accelerated license compliance function, increasing findings from $2M to $5M in first year. Implemented commissionare tax structure in top 5 subsidiaries. Held F&A expense growth to 1/2 of revenue growth rate. Implemented pan-European purchasing function to leverage purchasing power.
Vice President, Finance--Americas, 1994 - 1995 Redwood Shores, CA
Responsible for financial and administrative activities for this $2.1B division.
Vice President, Finance--USA, 1993 - 1994 Redwood Shores, CA
Senior Director, USA Finance & Operations, 1992 - 1993
Responsibilities included budgeting and forecasting, planning and analysis, compensation planning and administration, and facilities management for this $700M division. Through improved processes, held F&A headcount growth to 1/5 of revenue growth rate. Streamlined and simplified compensation plans, resulting in a 25% reduction in administrative staff, while improving link between business objectives and compensation plans. Refined commission expense accrual methodology, resulting in less than 1% variance between accrual and actual expense. Achieved earliest completion of annual operating budget, and distribution of compensation plans, in company history. Compensation group was second group in company?s history to receive a perfect score on internal audit. Member of executive team which developed and implemented a completely new business model, which resulted in dramatic improvements in business results.
ORACLE CORPORATION (continued)
Director, Finance & Administration, Federal Division, 1990 - 1992 Bethesda, MD
Responsible for all financial and administrative activities for this $80M division. Responsibilities included those above, in addition to contract negotiation and administration, credit and collections, and order processing. Designed and implemented automated forecasting and commission system. Reduced 90+ days accounts receivable balance 75% (to $0.6M, or 8% of total A/R). Reduced DSO to 79 days. Division received highest internal audit score in company?s history.
INTERNATIONAL COMPUTERS LIMITED (ICL) Irving, TX
Controller, Sales & Support, North America, 1989 - 1990
Responsible for all financial and administrative activities supporting the Sales & Support organization of this $300M division; responsibilities similar to Controller, Racal-Milgo Government Systems, Inc., below. Demonstrated ability to bring a strong financial eye together with sales/marketing savvy to business situations. Strong communication and negotiation skills. Reduced staff nearly 50% (from 52 to 27) while integrating and decentralizing organization and associated systems, resulting from ICL?s acquisition of Datachecker Systems, Inc. ($250M revenue) from National Semiconductor in January 1989. Automated sales forecasting process utilizing Lotus 1-2-3 and Paradox, decreasing monthly forecasting cycle from 10 days to 2 days
RACAL-MILGO, INC. Sunrise, FL
1983 - 1989
Racal-Milgo Government Systems, Inc.
Controller, 1986 - 1989
Division Finance Manager, 1984 - 1986
Responsible for all financial and administrative activities for this $4M subsidiary of Racal-Milgo, a $250M data communications industry leader. Responsibilities included budgeting and forecasting, financial reporting and analysis, contract negotiation and administration, accounting, order processing, billing, and credit and collections. Acted as business/financial advisor to Vice President & General Manager for all pricing and business strategies. Presentation of operations reviews and business plans to senior management. Defense Investigative Service Facility Security Officer. Working knowledge of Federal Acquisition Regulations (FAR) and Cost Accounting Standards (CAS). Reduced staff 20% (to 21) while supporting 200% increase in revenue. Reduced accounts receivable balance 30% (to $13M). Reduced 120+ days accounts receivable balance 45% (to $3M). Decreased monthly closing cycle from 6 days to 3 days. Automated instalment purchase buyout, and lease-to-purchase conversion, proposals on personal computers, reducing preparation and processing time 90%. Implemented customized IBM PS/2 accounting system on-schedule. Changed contract department?s reputation from ?sales prevention? to ?sales support.?
Racal-Milgo Information Systems
Senior Financial Analyst, 1983 - 1984
Designed and implemented computer model used for profitability analysis of new product investment in a lease base industry. Developed and implemented SBU financial reporting system. Revised subsidiary transfer pricing policy, which significantly reduced duty payments, resulting in a 35% foreign profit increase. Developed new lease-to-purchase pricing policy, which realized a 40% increase in activity, while reducing administrative effort dramatically. Revised product lease/sale pricing relationships to better reflect product life cycle/obsolescence considerations. Responsible for all corporate pricing activities. Responsibilities included special project work for CEO and CFO, frequent presentations to senior management, and supervision of one financial analyst. MBA university recruiting coordinator.
NORTEL NETWORKS CORPORATION (formerly NORTHERN TELECOM)
1981 - 1983 Financial Management Program participant.
Integrated Office Systems Group Richardson, TX
Senior Financial Analyst, 1982 - 1983
Developed product/market channel profitability reporting system. Coordinated five-year business plan development. Developed weekly order activity report. Responsibilities included special projects for Group Controller.
Electronic Office Systems Group Minneapolis, MN
Senior Financial Analyst, 1982
Financial Analyst, 1981 - 1982
Contributed major portions of sales compensation plan. Analyzed competitive position of major product lines. Developed and coordinated lease-to-purchase conversion financial sales proposals. Responsibilities included domestic, international distributor, and intercompany pricing.
UNIVERSITY OF MICHIGAN Ann Arbor, MI
GRADUATE SCHOOL OF BUSINESS ADMINISTRATION
Master of Business Administration, 1981
Concentration in finance. Personally funded 100% of university expenses.
STATE OF UNIVERSITY OF NEW YORK AT BUFFALO Buffalo, NY
BS in Business Administration, 1979
Concentration in finance. Awarded scholastic achievement scholarship. Student newspaper staff writer. Personally funded 100% of university expenses.