"CEO's trust me to focus and motivate cross-functional teams while streamlining operations and finance in order to maximize efficiency, optimize the cash to cash cycle and increase EBITA." Bottom line: I am a high impact, high energy MBA who has partnered with CEO's as a COO/CFO in start-up, rapid growth and turn-around environments with revenues ranging from $50M to $1B. MBA/COO/CFO/VPof Operations/ 6 Sigma/Lean/Green/Hi-Tech/Manaufacturing/SaaS/SCM/NPI + PLM/F&A, S&OP, IT & H/R
2009 - Present
Strategic Planning & Tactical Execution Initiative
Global Footprint Network
(Pro-Bono for NGO)
2003 - 2009
Chief Operating Officer
Responsible for optimizing the cash to cash cycle - including Operations/Mfg, F&A, H/R, IT/ERP.
2000 - 2004
CFO/COO - Ambient Technologies
Responsible enterprise wide for cash to cash cycle optimization including R&D, ENGINEERING/PLM, F&A, S&M and IT/ERP. Overall streamling of people process, policies and product.
1995 - 2000
Baker & McKenzie
1990 - 1994
1983 - 1989
Manager Finance & Operations
1993 - 1996
Supply Chain Management Optimization
15+ years experience strategically fusing SCM with S&OP/NP/PLM in order to meet market demand, improve customer satisfaction, optimize the cash to cash cycle and ultimately increase ROI. Proven ability to focus and motivate cross-function and cross company border teams in order to leverage technology, reduce cost of ownership, even the flow of materials in JIT environments. Pursuaded internal and external stakeholders - including outsourced manufacturing and 3PL - to work in unison to improve customer satisfaction and increase all party revenues by 5% to 13% - year over year.
ü Converted failing operations from deficit to cash flow positive status in 90 days, maintaining 22% net profit for the next 12 months resulting in successful sale of company to INTEL for $150M. ü Managed P&L of foreign and domestic multi-site and subsidiary hi-tech and manufacturing operations with revenues ranging from $50M to $1B. ü Exceeded revenue target by $24M by expediting product development and launch date by 30%. ü Rescued a $25M contract for GE by persuading union crews to “work out of scope.” ü Reduced obsolete inventory buildup and eliminated annual write-off of ~$12M by fusing SCM to PLM.