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Seeking an opportunity to apply cross functional leading practices experience to improve and transform financial and business operations and overall company performance. 


Business and financial leader with 16 years of management consulting and industry experience helping Fortune 1000 companies lead a diverse blend of strategic, operational, financial and technology initiatives. Experienced team leader and change agent with expertise leading financial and organizational transformation including: Business Performance Management (BPM) / Business Intelligence (BI), IT strategy, system selections and implementations, financial and operational process improvements, financial and integrated planning, consolidations and reporting, shared services, organization design / strategy.

Industries served include: Healthcare / Life Sciences, Manufacturing / CPG, Banking / Financial Services and Energy / Utility. Representative clients include: Agilysys, Amway, Baxter Healthcare, Brunswick, CVS, Denso, Emerson Electric, Halliburton, Kellogg’s, Liberty Mutual, MPI Research, Mylan Labs, Philip Morris-USA, PPG, PSEG, and the Van Andel Institute.


Work experience

Mar 2006Jul 2009

CFO Services Manager


Senior manager responsible for leading a variety of strategic, financial and operational initiatives to help companies improve financial and business operations. Lead teams of client and consulting resources, engage and partner with senior management and cross functional stakeholders to define vision and leverage leading practices and tools to execute and enable the vision. Responsible for program/project management, staff management and development, recruiting, and business and intellectual capital development.

Key Accomplishments:

  • Manager of multiple business performance management, planning and reporting initiatives at $14 billion CPG manufacturer.
    • Manager of planning and reporting initiative to define future state planning and reporting processes and information delivery. Designed the future state finance vision, future state process and delivery model and change recommendations, implementation roadmap, and developed the business case.
    • Led the redesign of all planning processes including strategic planning / target setting, long term and annual planning and forecasting. Improved the integration and alignment across functional business planning processes (sales / marketing, operations / supply chain / procurement and finance). Projected savings of 20% of costs to execute business performance management, planning and reporting.
  • Led a project to define financial management and reporting vision and implementation roadmap at $15 billion CPG manufacturer. Benchmarked against leading practices and developed the future state vision, initiatives roadmap and value proposition.
  • Testing, reporting and security lead for global consolidations and reporting implementation at multi-billion CPG manufacturer.
  • Project Manager and financial process lead for the full life cycle development and implementation of Hyperion System 9 global consolidation and reporting solution for a $20 billion manufacturing conglomerate.
  • Led a strategic assessment and initiative roadmap of the financial systems and projects of a multi-billion global logistics services provider. Deliverables included current state assessment, recommended architecture, business case, prioritized financial and systems initiatives and an implementation roadmap.
  • Assisted a Fortune 50 retailer in the design and development of a solution to integrate its top down and bottoms up planning and forecasting processes and reporting using Hyperion System 9. The scope included building a new process to integrate and align metrics, forecasting processes, and reporting between merchandising, sales and finance functions.
Jun 1999Mar 2006



Responsible for planning and directing a variety of financial and operational initiatives.  Responsible for all aspects of program/project and client management, leading the visioning and design of BPM / BI processes and tools, and leading and leveraging teams to deliver expected results/returns. Track record of increasing responsibilities; promoted in less than four years from consultant to manager.

Key Accomplishments:

  • Directed a finance transformation program to build the financial foundation to prepare a private equity owned regional publishing company for public offering. Key initiatives included building a central accounting function and finance shared services center, defining and building new financial processes and controls (SOX readiness), designing/implementing chart of accounts, upgrading technical infrastructure, implementing ERP,  developing a cash management, banking and treasury solution, and selecting a HR/PR outsourcing vendor.
  • Executed over ten initiatives helping companies transform and improve BPM.  Progressively increased responsibilities and gained deep expertise leading BPM projects and improving financial and business planning, consolidations and reporting functions through adoption of leading practices, redesigned processes and implementation of BPM/EPM and BI tools (Cognos, Hyperion, Business Objects, etc). Examples include: rolling forecasting, top down bottom up planning, driver based modeling, scenario analysis, automated data integration, metadata management, process management / workflow, capital and workforce planning.
  • Managed multiple operational and financial assessments and improvement projects for a pre-clinical contract research organization (CRO).  Helped transition from a purely scientific management philosophy to culture of improved business management and accountability by implementing cost accounting, performance management and BI processes, systems, and reporting and analysis capabilities.  Resulting changes helped to improve margins by over 20% and contributed to average annual sales growth of nearly 25% over the last ten years.
  • Led the documentation and requirements definition of the laboratory processes and systems for a multi-billion pharmaceutical company. Identified and evaluated process and system integration opportunities.
  • Lead consultant / senior consultant on various ERP system selections and implementations. Responsible for scoping requirements, process design, system configuration and all phases of SDLC for full range of financial modules (GL, AP, AR, banking/cash, job/activity costing, purchasing, inventory, budgeting, etc) of various systems (Lawson, JD Edwards/Oracle, Great Plains, etc).
May 1994Aug 1997

Technology Consultant

American Express Financial Advisors

·Responsible for the implementation of a new technology platform to 85 financial advisors, management, and staff on custom financial planning and database management software.

·Trained and supported employees on insurance, financial planning, investment and product sales applications, Microsoft products, Email, and network applications.

·Partnered with senior management to create customized development plans to improve advisors’ productivity, efficiency, and service through the implementation of technology.

May 1998Aug 1988

Global Systems Analyst

·Identified and analyzed global standardization opportunities of JD Edwards operational and transactional data across four global instances of JD Edwards software.

·Created and performed test scripts for custom item master software.

·Designed and implemented Lotus Domino.doc document management system for organization and management of global data documentation.


Aug 1997May 1999

Masters in Business Administration

Kelley School of Business, Indiana University

Custom Major in Finance and Information Systems - 3.3 GPA

AIS Department Graduate Assistant

Member of Consulting and Internet and New Media Academies

Sep 1990May 1994

Bachelor of Arts

Dual Major in Economics and Business Administration - Cum Laude 3.4 GPA

President of the Business Roundtable

Phi Kappa Alpha Fraternity


Skills and Qualifications:
MS office proficiency, Hyperion, Cognos, Business Objects, Longview, Lawson, Great Plains, JD Edwards, SAP, financial modeling, trend analysis, forecasting / budgeting/planning, month end close, consolidations and reporting, strategic and capital planning, KPI’s / dash boarding.