Functional Skills
Accounting
Budgeting
Business Planning
Strategic Planning
Business Intelligence
Revenue Growth
Business Analysis
Financial Planning & Analysis (FP&A)
Forecasting / Projections
Financial Management
Software Skills
Domo
Dynamics 365
Microsoft Excel
Microsoft Office
Microsoft PowerPoint
Netsuite
PowerBI
SAP
Tableau
Cognos Analytics
Certifications
Six Sigma Green Belt
Sector Experience
Automotive
Business Services
Consumer Goods
Manufacturing
Retail
Experience
Self-Employed
Finance
Chief Financial Officer (CFO)
7/2018 - Present
Fractional/interim CFO with a "hands-on" approach working with local companies, ranging from $10M to $250M in revenues, across multiple industries. A project-based approach to help improve cash flow, income statements, and balance sheet financials, through improved processes, operational efficiencies, cost savings, profit improvements, and growth initiatives. Primarily working in North Carolina across multiple industries, mostly manufacturing and including private equity experience.
Global Brands Group
Finance
Chief Financial Officer (CFO)
6/2017 - 4/2018
SpyderActive Sports is a global $150M ski apparel division of Global Brands Group (GBG). There are 90 employees in the Boulder office servicing all functions, including design, merchandising, sourcing, marketing, sales, and general administration. Spyder also has a team of 10 people in Switzerland to support international sales and distribution.
• Led the turnaround of the Spyder business back to financial profitability in less than one year
• Droveoperational process improvements and cost savings across all departments
• Created the strategic framework and action plan for a 3-year $50M (+33%) revenue growth target
• Managed the finance, accounting, and IT team of 14 people, with 4 direct reports
• Led the turnaround of the Spyder business back to financial profitability in less than one year
• Droveoperational process improvements and cost savings across all departments
• Created the strategic framework and action plan for a 3-year $50M (+33%) revenue growth target
• Managed the finance, accounting, and IT team of 14 people, with 4 direct reports
VF Corporation
Finance
Chief Financial Officer (CFO)
4/2008 - 5/2017
VFCorporation (NYSE: VFC) is one of the world's largest apparel companies, with a diverse portfolio of iconic lifestyle brands, including Vans, The North Face, Timberland, and Wrangler. A global company with over $11B in annual revenue and over 65,000 employees. VF spun off the $2.5B Lee & Wrangler Jeanswear business in 2019.
• Businessunit finance leader for the $1.25B Wrangler N. America Mass Market business unit
•Financialpartner to the business unit president and senior leadership team
• Established and developed the Financial Planning, Analysis, Forecasting & Reporting function for Wrangler
•Managed the entire budget process, including sales projections, cost of goods sold, and cost center expenses
• Helpedto create and operationalize the Sales & Operations Planning (S&OP) process
• Worked closely with supply chain, product, and manufacturing teams to identify and realize product cost savings
• Led Wrangler SKU rationalization initiative
• Businessunit finance leader for the $1.25B Wrangler N. America Mass Market business unit
•Financialpartner to the business unit president and senior leadership team
• Established and developed the Financial Planning, Analysis, Forecasting & Reporting function for Wrangler
•Managed the entire budget process, including sales projections, cost of goods sold, and cost center expenses
• Helpedto create and operationalize the Sales & Operations Planning (S&OP) process
• Worked closely with supply chain, product, and manufacturing teams to identify and realize product cost savings
• Led Wrangler SKU rationalization initiative
Timex Corporation
Finance
VP Finance
9/2005 - 3/2008
Timex is a privately-held $650M International watch company with approximately 6,000 employees. The operational and administrative offices are in the U.S., but Timex also owns two assembly plants in the Far East and a sourcing office in Hong Kong. In addition to the Timex brand of watches, the company also licenses other brands, such as Guess and Nautica.
• Reported directly to the CFO & COO with lead responsibility for all Financial Planning & Analysis
• WorldwideFP&A responsibility for all Timex Group brands – Timex, Guess, Nautica, Versace, etc.
• BusinessUnit CFO for the Timex brands Business Unit – $320M in annual sales
• Managed5 finance direct reports, responsible for FP&A, cost accounting, distribution and operations
• DevelopedKPIs and dashboard metrics for monthly team meetings to help drive results and identify issues
• Led business planning and analysis for executive management and the board of directors
• Led profit improvement and growth initiatives with prod
• Reported directly to the CFO & COO with lead responsibility for all Financial Planning & Analysis
• WorldwideFP&A responsibility for all Timex Group brands – Timex, Guess, Nautica, Versace, etc.
• BusinessUnit CFO for the Timex brands Business Unit – $320M in annual sales
• Managed5 finance direct reports, responsible for FP&A, cost accounting, distribution and operations
• DevelopedKPIs and dashboard metrics for monthly team meetings to help drive results and identify issues
• Led business planning and analysis for executive management and the board of directors
• Led profit improvement and growth initiatives with prod
Timken
Finance
Division Controller
5/2004 - 8/2005
Timken(NYSE: TKR) is a global $3.8B industrial steel and bearing manufacturer, based in Canton, OH. Timken is primarily a supplier to the automotive industry. Timken employs approximately 14,000 people in over 30 countries.
• Divisionfinance leader with full P&L responsibility for the $600M Powertrain Automotive division
• Managed monthly, quarterly, and annual financial analysis and reporting for worldwide sales and profitability
• Manufacturing financial responsibility for six North American plants, one European plant, and one China facility
• Co-led corporate restructuring initiative to close and sell the $10M Torrington, Connecticut, office site
• Divisionfinance leader with full P&L responsibility for the $600M Powertrain Automotive division
• Managed monthly, quarterly, and annual financial analysis and reporting for worldwide sales and profitability
• Manufacturing financial responsibility for six North American plants, one European plant, and one China facility
• Co-led corporate restructuring initiative to close and sell the $10M Torrington, Connecticut, office site
Ford Motor Company
Finance
Vehicle Line Controller
4/2002 - 5/2004
• Finance leader responsible for all forecasting, budgeting, profit, and cost analysis for the $1.2B Mustang program
• LedMustang Finance team that developed and delivered an affordable business case for the "all-new" next-generation Mustang program – $200M annual cycle average PBT over a 12-year program life
• Consolidated financials from engineering, manufacturing, purchasing, marketing, and sales
• Managed a team of 10 finance professionals
• LedMustang Finance team that developed and delivered an affordable business case for the "all-new" next-generation Mustang program – $200M annual cycle average PBT over a 12-year program life
• Consolidated financials from engineering, manufacturing, purchasing, marketing, and sales
• Managed a team of 10 finance professionals
Ford Motor Company
Finance
Various Financial Roles
1/1992 - 1/2004
Ford(NYSE: F) is the eleventh-ranked overall American-based company in the 2018 Fortune 500 list, based on global revenues in 2017 of $157B. Sixth largest automotive company in the world. In 2008, Ford produced 5.5M automobiles and employed about 213,000 people at 90 plants and facilities worldwide.
Ford Motor Company
Finance
Manufacturing Division Finance Manager
9/1998 - 3/2002
• Full responsibility for $1B manufacturing investment and costs for new Jaguar and Lincoln car programs
• Saved$300M for Jaguar compared to traditional Ford programs by sourcing more cost-effective suppliers
• Worked at offices in both the U.S. and the U.K. managing a team of 6 Finance professionals
• Setup the first-ever Jaguar Manufacturing Business Office function from the ground up
• Established standard financial reporting formats, schedules, reviews, and communications (FP&A)
• Developed overall strategy, budgets, and business plans for multiple vehicle lines
• Managed $10M in capital expense budget cost savings projects
• Financial partner for Lean Manufacturing, 6-Sigma, Value-Stream Mapping, & Master Scheduling
• Saved$300M for Jaguar compared to traditional Ford programs by sourcing more cost-effective suppliers
• Worked at offices in both the U.S. and the U.K. managing a team of 6 Finance professionals
• Setup the first-ever Jaguar Manufacturing Business Office function from the ground up
• Established standard financial reporting formats, schedules, reviews, and communications (FP&A)
• Developed overall strategy, budgets, and business plans for multiple vehicle lines
• Managed $10M in capital expense budget cost savings projects
• Financial partner for Lean Manufacturing, 6-Sigma, Value-Stream Mapping, & Master Scheduling
Ford Motor Company
Finance
Finance Supervisor
9/1996 - 8/1998
• Managed investment and variable cost consolidation and reporting for a new Windstar vehicle program
• Achieved$30M profit improvement through accurate and robust forecasting (engineering change control)
• Managed revenue, cost & profit analysis compared to budget and prior forecasts
• Developed advanced Excel standard cost model for bill-of-material tracking and reporting
• Coordinated and consolidated cross-functional product-line financials
• Reported to Vehicle Line Controller and supervised 4 financial analysts
• Achieved$30M profit improvement through accurate and robust forecasting (engineering change control)
• Managed revenue, cost & profit analysis compared to budget and prior forecasts
• Developed advanced Excel standard cost model for bill-of-material tracking and reporting
• Coordinated and consolidated cross-functional product-line financials
• Reported to Vehicle Line Controller and supervised 4 financial analysts
Ford Motor Company
Finance
Financial Analyst
9/1992 - 8/1996
Investment and Cost Analyst, Dearborn, Michigan (1995 – 1996)
• Analyst in the manufacturing controller’s office responsible for all costs and investments for the Lincoln LS program
• Coordinated manufacturing variable costs and investments for future products
• Worked extensively with manufacturing engineering (industrial, process, and facilities) to analyze cost drivers
Strategy and Business Planning Analyst, Sao Paulo, Brazil (1992 – 1995)
• Worked as an expatriate in Ford’s Brazil Electronics assembly plant to develop new business opportunities
• Managed strategic and new business issues for OEM customers and Ford Automotive Components Division
• Developed strategic and tactical localization plans to support South American domestic and export sales
• Electronics Division Employee of the Year – developed a $50M contract manufacturing business with IBM
• Analyst in the manufacturing controller’s office responsible for all costs and investments for the Lincoln LS program
• Coordinated manufacturing variable costs and investments for future products
• Worked extensively with manufacturing engineering (industrial, process, and facilities) to analyze cost drivers
Strategy and Business Planning Analyst, Sao Paulo, Brazil (1992 – 1995)
• Worked as an expatriate in Ford’s Brazil Electronics assembly plant to develop new business opportunities
• Managed strategic and new business issues for OEM customers and Ford Automotive Components Division
• Developed strategic and tactical localization plans to support South American domestic and export sales
• Electronics Division Employee of the Year – developed a $50M contract manufacturing business with IBM