Donald Finkle

Donald Finkle

Summary

Dynamic and innovative C-level executive with a record of leading multi-site, multi-continent operations, including business expansions, turnarounds, and new operations in the U.S. and Asia-Pacific. Excel at optimizing profit, cash flow, budgeting, and strategic business planning while championing process improvements.Experienced in directing diverse technical and professional teams in new product development environments and developing key staff for new operational roles. Possess a highly collaborative leadership style with a passion for green-tech products and services.

Previous Experience

Previous experience includes tenure as Director of Product Development & Engineering, Director of New Products, and Technical Director with Avery Dennison Corporation. Earlier experience includes tenure as Materials & Logistics Manager, Total Quality Manager, Process Engineering Supervisor, and Senior Process Engineer with The Toro Company. 

Core Leadership Competencies

-- Operational Leadership -- Process Improvement -- New Product Development -- Start-Up Operations & Operational Expansions -- Strategic Planning -- Global Business Initiatives -- Revenue Optimization -- Staff Performance Management, Coaching, & Development -- Start-Up Funding -- Performance Turnarounds -- Cost Containment -- Process Reengineering

Work History

Work History
2008 - Present

Executive Consultant

Private practice consultancy specializing in start-up funding initiatives.

Recent Engagements

Optimize the start-up success of high-tech, green-tech, and solar companies by designing objectives, strategies, financials, and operational plans on a consulting basis.

§  Finalizing the Private Placement Memorandum for a first round of funding for the “The Green Garmento” a reusable conservation product designed to replace thin film PP in the dry cleaning industry.

§  Laid the groundwork for a successful launch by devising early stage technical and commercialization plans for Suntricity, LLC’s patented thin film PV system.

2006 - 2008

Senior Vice President of Operations and Engineering

Meade Instruments Corporation

Recruited to turnaround global manufacturing, materials, logistics, and engineering operations for planned divestiture. Contract ended in October, 2008.

Reversed inherited $7 million past due order position on $100 million in sales within 10 months and lowered it to $3 million by driving comprehensive staffing, manufacturing, and customer delivery initiatives to eradicate systemic problems. Outcome: Enabled the sale of a key product line and European operations at market premium.

§Produced over $13 million in annual savings and strengthened productivity as a result of reengineering operations, migrating manufacturing to Mexico, and consolidating 4 warehouse facilities. Negotiated stay packages with key personnel to enable on-site training of new workers on real-time production issues in Mexico.Outcome: Surpassed former productivity rates within just 60 days.

§Eliminated 70% of historical departmental expenses after restructuring engineering and customer support operations. Reversed inherited budget lack by establishing financial controls and implementing savings targets. Replaced dysfunctional engineering team with an outsourced team in Mexico under the leadership of a key VP of Engineering.

§Fortified supplier know-how through establishing a team and a process to design specifications/manufacturing procedures, institute central document storage, and document revision control. Replaced key U.S. staff based in China with experts in Chinese/Japanese manufacturing issues.

§Increased production output by hiring new engineering/quality teams and reverse-engineering key product lines.

§Repaired Meade’s critically deficient technological knowledge in electronics and software by hiring external consulting firm to capture, organize, and centralize the corporate storehouse of “tribal” knowledge.

§Improved the comprehension, documentation, and measuring of actual customer delivery expectations versus performance by instituting a new planning team and process under the auspices of a newly recruited VP of Supply Chain Operations.

2004 - 2006

President and CEO

Southwest Business Systems

Integrator of software/hardware operating solutions for the hospitality industry with $6 million in sales.

Grew revenue from $4.9 million in 2003 to $6 million in 2005 and laid the foundation for recurring revenue by boosting IT infrastructure for customer data hosting and web-based reporting solutions.

§  Offset declining revenue of single largest account by driving 35% increase in new accounts. Leveraged systems conversion and talent development initiatives to propel successful operational turnaround.

2001 - 2003

Group Vice President Research and Development / Product Development

Global manufacturer of high-volume consumer packaged goods with $1.5 billion in revenue.

Directed all new product launches and technology development in the $780 million stationery category with accountability for 95 staff, a $22 million expense budget, and a $50+ million capital budget.   

Pushed sales from new products up from 2.3% to more than 20% on products introduced in the prior 3 years while decreasing European OEM average launch cycle 50% and lowering average project expenses 5-fold.

§  Trimmed total R&D expenditures from 3% to 2% of sales and total headcount by over 30% after strategizing and rolling out a comprehensive restructuring of the global stationery technical team spanning the U.S., France, and China.

Education

Education

Bachelor of Science in Finance

University of Arizona

Master of Science in Systems & Industrial Engineering

University of Arizona