Family, golf, tennis, CrossFit, running, competition of any sort
Execution-driven leader with P&L responsibility who generates record profitability and returns with a “will do” attitude.Proven successful experience in business development and customer relationships.Knowledge gained over 20 years of progressive leadership positions from Naval Officer to executive leader for companies in the hospitality, supply chain management, food manufacturing & retail, flooring manufacturing & distribution, and diversified integrated solution manufacturing industries.Major experience points include:
·Strategic focus as member of HSMC’s board of directors
·Divisional P&L responsibility
·Business development into retail and new markets
·Strategically accountable for HSMC’s 11th-largest customer relationship
·M&A experience on both buy and sell sides
·Past operational experience in Navy and bonded retail in Europe
·Over 2 years of international experience living in London and Zurich
Jun 2006 - Present
Executive Vice President and Chief Financial Officer
Middle market-sized diversified integrated solution manufacturer, with over 50 locations and 2,500 employees across the U.S., Europe, and China
Reporting to the CEO and also member of Board Of Directors. Division P&L responsibility as well as corporate business development in addition to the "typical" CFO functions of finance, treasury, accounting, IT, and credit. Six direct reports and 145 total employees.
·Responsible for PTI division (Innofoam.net); diversified business with retail packaging, insulation, and OEM products and 50 employees.In first full year achieved over 200% increase in EBITDA with highest operating income dollars and margin in division's 29-year history and generated almost 50% ROIC.
·Lead business development activities; secured 40-store test market for gutter foam at Lowe’s, six months after product development was completed and tested for production levels.
·Saved 5th-largest (at that time) customer from bankruptcy by refinancing its debt.Recognized by board resolution for successful execution.Responsible for overall customer relationship going forward.
·Negotiated a refinance of HSMC’s credit facility in 2012, keeping it unsecured, increasing the duration from three to five years and doubling the size of the facility.
·Led restructuring and cost savings program during FY09 to take out 13% from overheads and SG&A and keep company’s record of net income in every year intact.
·Managed and closed three acquisitions with $30MM in total sales.
·Recognized in national media at Manhattan press conference with Prudential in May 2011 for orchestrating the first pension buy-in contract in the U.S. and recognized by PLANSPONSOR magazine as Defined Benefit Plan Sponsor of the Year for 2012.
Nov 2004 - Jun 2006
VP Controlling, Residential North America
New position for the $500M Residential North America division that manufactured wood, laminate, vinyl, and FiberFloor and sold through The Home Depot and Lowe’s as well as distributors.Division part of a $2B global hard surface flooring company with 26 manufacturing plants and 7,000 employees across 50 countries. Initially hired through a retained search as SVP Finance for Tarkett North America Wood Division, then promoted to SVP Finance Sales and Distribution for Tarkett U.S.
·Took a lead role in company’s strategic direction change to own the distribution channel; negotiated and closed acquisitions of distribution companies with $100M in sales; effectively increased profitability by removing step in supply chain.
·Responsible for integration of acquisitions into Tarkett after deal closure, recognized internally for “successful execution”.
·Negotiated and closed sale of under-performing plant; increased division EBITDA by $1M (13%) after sale and recognized internally for “perfect execution”.
Dec 2002 - Nov 2004
Finance Director, UK&Ireland
Promoted to Finance Director (CFO) of a $350MM region (fourth-largest entity behind the three company divisions) with 8 plants and 3,500 employees across 2 European countries; manufactured and assembled meals for in-flight service for large number of airlines, including British Airways, Virgin Atlantic Airways, Delta Air Lines, and Continental Airlines.Region part of a $2B global airline catering and services business with over 100 plants and 22,000 employees across 29 countries and 5 continents.
Reported to the Managing Director (CEO) of the region and also member of Board Of Directors for nine legal entities. Responsible for bonded retail operations as well as regional maintenance in addition to the "typical" finance functions of finance, treasury, and accounting. Eight direct reports and responsible for 62 total employees.
·Operationally responsible for all bonded retail locations across the UK and Ireland as well as regional maintenance.
·Helped to achieve 2003 EBITDA results 3% higher than budget, budget 27% higher than 2002 results.
·Developed with MD and McKinsey a strategic initiative called Project London, a radical restructuring of our London-based operations.Heavily involved in management of project that increased customer service, made operations more efficient, and changed the catering model for Gate Gourmet overall.
·Restructured the unionized and tenured maintenance department to greatly improve internal service and cut costs; achieved savings of $1M annually.
·Reorganized the finance department; cut staff by 35% while improving service.
Jun 2000 - Dec 2002
Director of finance
Recruited by internal founder of $45M international supply chain management company owned by Gate Gourmet and i2 Technologies with 5 offices and 140 employees worldwide.
Third employee of this start-up operation.Reported to the Chief Financial Officer.Responsible for strategic and tax planning, compliance, HR, communications, and business development.
·Conducted due diligence, arranged legal structure, and closed acquisition of $20M Swiss logistics company that almost doubled the size of e-gatematrix and positioned it strategically as a global services provider.
·Responsible for creating and distributing all internal and external communications, including press releases.
·Led human resources function; implemented recruiting and hiring process based on Topgrading methodology; greatly improved employee reviews and development programs.
Jun 2002 - Dec 2002
Seconded by the Group Chief Financial Officer to manage the accounting and reporting work for a TPG $500M debt placement to finance TPG’s acquisition of Gate Gourmet. Re-consolidated and managed the audit of three years of financial statements under change to U.S. GAAP and GAAS from IAS (IFRS). Directed preparation of all financial information for both "back of the book" and "front of the book" that was initially going to be a public debt offering but changed near the end to a private placement. Managed process within aggressive timeframe set by TPG.
May 1998 - Jun 2000
Director of development, Division Americas
$750M division with 54 plants and 10,000 employees across 8 North and South American countries.Recruited by VP Sales and Marketing to lead pricing team of 3 direct reports and 16 total employees; after acquisition and reorganization reported to President with responsibility for business development, strategic planning, and industry research.
·Member of a two-person team that developed the idea and business plan for MyCloud9, an Internet B2C concept to sell food and other in-flight experiences to airline passengers.Presented business plan to Executive Committee of Gate Gourmet; sold decision to move forward to a successful operational test with Virgin Blue Airlines in Australia which formed roots of meal sales onboard in Europe.
·Coordinated marketing of $3M program for onboard sales of coach-class meals for Amtrak; sold program to on-board team for implementation on trains.
·Developed and sold $1M sandwich program to Starbucks that was the beginning of their food offering.
Nov 1995 - May 1998
$240M market-leading gaming, hotel, and restaurant property with over 2,000 employees.
Leader of 20 employees and all accounting activity. Reported to Vice President of Finance and Administration, head of the Finance Department. Responsible for all financial reporting, cash management, preparation and analysis of financial statements, and SEC reporting for the location. Served as de facto financial analyst for Horseshoe Gaming, the corporate parent.
Aug 1994 - Nov 1995
Directly responsible for the entire audit process – from planning to report issuance. Reported to Senior Audit Managers. Clients included companies in the casino and manufacturing industries. Experience in Securities and Exchange Commission filings.
Aug 1992 - Aug 1994
Directly responsible for the entire audit process – from planning to report issuance. Reported to Audit Managers. Clients included companies in the death care, securities, shipbuilding, transportation, and banking industries.
Dec 1988 - Jun 1992
First tour division line officer operations roles onboard a 600 foot, 19,000 ton amphibious cargo ship with a total crew of 400.Leader of 23 men, reported to department heads. Top secret clearance. Earned professional qualification as a Surface Warfare Officer.Cited by ship’s Captain as the best ship driver on board.
·Wrote, trained, and executed the Non-Nuclear Ordnance Handling Qualification and Certification program.Cited as the subject expert by Commander, Amphibious Squadron Twelve.
·Managed the installation of the Fleet Optical Scanning Ammunition Marking System.The ship was one of the first to receive this advanced inventory system due to my previous implementation of process changes to take inventory accuracy from 80% to over 98% with the old manual card-based system.