Accounting & Reporting / Budgeting & Forecasting / Financial Planning & Operations Analysis / Business Modeling / Strategic Planning / M&A Valuation & Diligence / Investor Relations
Designed and implemented the full range of corporate financial functions including strategic and operational planning in fast-paced, growth environments. Directed strategic planning, budgeting and forecasting, business operations analysis, pipeline selection and valuation, acquisition valuation, accounting operations, performance tracking and reporting, corporate objectives programs, and incentive compensation programs.
Operations-oriented leader who inspires superior performance. Excellent communicator with strong team development skills. Quick thinker, resourceful problem solver. Enterprising, diplomatic manager able to handle rapid change. Highly professional public speaker, good negotiator. Personable, good natured, innovative.
Saved $20M for KV Pharmaceutical by leading company-wide product pipeline assessment and evaluation. Led the design and implementation of product selection, valuation and prioritization system for nearly 100 products. Developed effective executive management summaries, allowing for termination of low priority, low value projects.
Instrumental in raising more than $270M in capital financing for KV. Company had inadequate long-term forecasting/modeling tools to garner significant investment banking support. Developed and implemented integrated system which generated detailed projections for seven fiscal years including key supporting schedules and strategic key business drivers. Presented forecasts to investment banking due diligence teams.
Instrumental in acquisition of 6 products contributing $250M in annual revenues for KV. Developed, implemented and administered a system for the formal review, valuation, presentation and disposition of identified product and/or company acquisition targets, including spreadsheet-based modeling system for financial forecasting, valuation and presentation of acquisition opportunities to executive management, including pros and cons, risks and opportunities, price ranges, negotiation issues and probabilities for success.
Improved pretax profits 25% over previous new business for KV Generic business. Generic division had no formalized process to predict or measure impact of new business opportunities. Conducted detailed data analysis. Drove the design, development, implementation and training of a package of spreadsheet-based profitability reports. Built modeling tools to enable management to better understand the potential of new business under varying terms.
Reduced annual payroll $100K by reengineering monthly closing and reporting cycle for Schein. P&L close and reporting process took three to four weeks to complete. Reviewed, documented and analyzed existing processes. Identified, eliminated redundancies. Automated data entry where possible. Improved communication and workflow among and between individuals and departments. Reduced Danbury cycle time by 50% and Schein by 70%.