James P. Breese

James P. Breese

Work History

Work History
2004 - Present

Managing Director

The Hackett Group, Inc.

Directly responsible for growing the Benchmarking and Consulting Practices in Europe from $4 million to $30 million in 30 months and staff from 15 to 50 consulting professionals.Lived in London for 30months from May 2006 to December 2008.

2000 - 2004

Managing Director & Vice President Consumer & Industrial, High Tech

Accountable for successfully developing and implementing a strategic plan to build a $80 million Latin America consulting practice in FY ’00.Responsible for building a team of world class consulting professionals to deliver a full product suite of consulting services in the region.Successfully integrated the US and Latin America consulting organizations into one business model.Producedfour straight years of $10M-$18M revenue contribution.

1998 - 2000

Senior Manager

Responsible for managing the Latin America Finance consulting practice.Developed and implemented a strategic plan for this practice in the region.First year practice revenue $10.5M versus plan of $7.4M.Promoted to Partner in June of 1999.

1993 - 1998

Senior Manager/Senior Consultant

Responsible for managing international and domestic teams of consultants and clients involved in re-engineering, process improvement, and implementation of enterprise wide opportunities increasing the efficiency and effectiveness of the finance function/processes.Designed and implemented a corporate shared service center that consolidated 3 accounts payable, payroll and accounts receivable departments into one physical location with common management personnel for a $4 billion consumer products company.Developed and implemented a performance measurement system for the CFO of a large consumer products company.

1992 - 1993

Senior Financial Analyst

Accountable for business analysis, reporting, forecasting, and budgeting to corporate headquarters. In addition, managed the corporate capital budgeting process for $300M investment portfolio.Designed and implemented a Wide Area Network for the domestic financial analysis operations of a $3B Fortune 500 manufacturing company.The benefits of this effort were to electronically link a staff of 30 senior financial analysts into one common communications platform (Novell network). The effort included managing and working closely with outside consulting firms.

1991 - 1991

Manager - Process Improvement Team

Managed business-wide team of cross-functional professionals involved in the first re-engineering initiative of customer-focused business processes.Personally developed facilitation guidelines, problem-solving and decision-making methodology for the effort.In addition, led the effort to reduce the cycle time of product shipment from national distribution center by 50%.

1989 - 1990

Financial Analyst - Marketing Price Analysis

Responsible for the analysis and recommendations of commercial product pricing strategies for product lines totalling $700M in sales.Developed all decision support and reporting requirements for these activities.The benefits of this work were the development of the ability to provide product line & sub-product line price analysis.This work enabled marketing management to strategically select and apply new pricing strategies to permanently increase revenue by 3% a year or $21M annually for two consecutive years.

1987 - 1989

Financial Analyst - Headquarters Puerto Rico Operations

Directly responsible for forecasting and reporting monthly operating results for 10 P.R. manufacturing facilities ($268M sales, 2,260 employees); complied and analyzed monthly operating statements; calculated variable cost productivity; analysed sales and expenses; tracked investment and productivity programs; maintained headcount measurements; provided key financial support to Puerto Rico and United States headquarters operations management.

1983 - 1987

Financial Analyst - Color Television Operations

Zenith Electronics Corporation

Successfully completed assignments in four progressively challenging positions at four Mexican manufacturing facilities (largest $100M internal sales, 4,500 employees); performed monthly forecasting and analysis, annual budgeting, as well as expense control.Complete financial controllership responsibility for corporate quality control for the division.