JOHN J. DAVIS ...

**** ********** **** • Highlands Ranch, CO 80129 • 636-***-**** • j acgskd@r.postjobfree.com

Senior Operations Leader w ith a t rack record of leading organizational change by using a strong

f inancial background to improve key performance indicators, build cross-functional alliances and high

performing teams. A highly energized leader focused on growing customer demand while improving cash

f low. Ready to attack new challenges head on by identifying new and creative ways of resolving obstacles.

Multidimensional Leadership

Operational Efficiencies: I mplemented stream-lined warehousing layout and procedures to improve shipping,

receiving and cycle counts. Led PHS’ business transition to improve bottom-line performance by 44%, reduced Day’s

Sales Outstanding (DSO) 51%, and improved employee engagement and satisfaction by building effective teams and

leading strategic initiatives.

Tu rnarounds: Reversed two businesses with significant negative cash flows. Technetix - (73)% net cash flow to

positive cash flow each of the next two years with 18.% CAGR in sales over the same period; PHS - 38% in bad debt to

15% within twelve months.

Business Development: Led Technetix sales team to transition the business model from distribution to direct

customer sales which has increased the customer base by 75% in 2014. Increased PHS’ area sleep therapy revenue by

16%; focused on opening new sleep stores, implementing a new customer sales strategy, reducing delivery cost, and

i mproving PHS’ relationship with key insurance payers.

M &A/Due Diligence: Developed complex pro forma financial models with Praxair to evaluate existing business

accounts, which led to two different customer acquisitions and $3M in additional revenues.

Core Competencies that Facilitate Growth

Turnarounds Project Management

Customer Satisfaction Acquisition Integration

Relationship Management Build/Motivate High Performance Teams

Revenue Enhancement Monthly Forecasting

Performance Metrics F inancial Modeling

A Career of Delivering Results and Optimizing Performance

Technetix, I NC., Englewood, CO 2012 – 2014

Privately held global CATV Equipment Company based in the United Kingdom.

REG IONAL D I RECTOR - USA, 2013 – 2014, Englewood, CO

Selected to lead the US Division of Technetix to manage the Sales and Operations with a focus on growing the presence

i n the market. This includes $3M in sales, 5 direct reports and 8 employees.

Negotiated pricing with one of the largest cable operators within the USA resulting in a direct sales contract that has

y ielded $275K in its first year.

Led the sales team to increase market exposure and presence that has resulted in 3 new multi-million dollar RFP’s for new

p roducts within the market. Winning one of these that will add at least $8M in new business with the other two still

pending.

Improved internal customer communication in relation to new product developments, customer complaints and factory

orders. This has resulted in increased attention to the US market place and improved external customer communications.

Developed and implemented an inventory strategy to improve the inventory turnover from 0.5 to over 1.0; which has

generated $1.6M in positive cash flow.

F I NANCE MANAGER, 2012 – 2013, Englewood, CO

Brought on to establish a local finance presence within the US Division.

Register and maintain sales tax registrations in 32 states while ensuring that monthly filing information is correct.

Prepare, review, and submit monthly financial statements, balance sheet reconciliation, and quarterly reporting packages.

Prepare weekly cash forecasts, set-up payments and transfers to the parent company.

Prepare quarterly reforecasts and annual budgets.

PRAXA IR, I NC., Danbury, CT 2004 – 2011

Fortune 500 worldwide provider of industrial gases, including atmospheric, process and specialty gases.

P raxai r Healthcare Services, I nc. (P HS), 2005 – 2011

Provider of home oxygen and home medical equipment to improve individual’s quality of life.

AREA BUS I NESS D I RECTOR, 2009 – 2011, Denver, CO

Selected by the President of PHS as a high potential leader to manage the day-to-day activities of both Operations and

Sales in the Rocky Mountain Area, which included over $14M in business in multiple states with nine direct reports

and over 80 employees. Focused on delivering quality service in a safe, compliant environment.

Increased net income $1.5M by working with the management team to review the teams current work load to improve

operational efficiencies; reduced headcount 26% and the vehicle fleet by 22%.

Created a culture of unity among branches; cross-trained employees, implemented a financially conscious culture in which

everyone understood their linkage to the operating profit.

Developed strategic plan that increased revenue $459K; focused on changing the cost-to-service model of short-term oxygen

rentals.

Strategically aligned with the regional billing center to identify and resolve roadblocks preventing collection of cash;

operationalized corrective actions which resulted in reducing the area’s DSO from 121 days to 59 days within 15 months .

Provided resolutions to escalated customer complaints that resulted from billing or service related issues by balancing the

customers’ expectations and the business needs.

Ensured locations were compliant with the company’s policies and procedures along with Federal and State regulations.

Reviewed internal and external audit results and implemented any corrective action plans needed.

SEN IOR F I NANCE MANAGER, 2008 – 2009, St. Louis, MO

Assumed increased responsibility to manage the financial performance for the most complex region in PHS, which

i ncluded a business of over $108M and 51 geographically dispersed locations. Prepared and presented to senior

management monthly forecasts, annual budgets, monthly variance analysis and detailed analytics to formulate

strategy for the region’s current and future performance.

Created a regional daily revenue report and branch dashboard that was implemented throughout the organization;

simplified the monthly forecasting, insured branch manager understanding of the financial metrics, and drove a consistent

organizational cost structure.

Analyzed and provided financial insight to the Held Revenue Centers; resulted in bringing down unbilled claims to the

lowest within the company.

Collaborated with Regional Vice Presidents to strategically reduce annual capital spend by developing a system to redeploy

excess assets from certain locations to locations that were in need of the asset.

REG IONAL F I NANCE MANAGER, 2005 – 2008, St. Louis, MO

Managed the financial performance of a $78M region which covered 36 locations. Prepared and presented to senior

management monthly forecasts, annual budgets and detailed analytics (including variance analysis) on current and

f uture performance for the region. Mentored and t rained more than 40 nonfinancial managers to improve their

k nowledge of their key performance indicators.

Modeled proposed accounting changes; developed a process to implement those changes and worked as a liaison to the

accounting department to roll-out and apply the critical changes.

Led in improving the budget process by developing a template that improved budget accuracy and reduced production time.

Financial Lead for various Six Sigma projects aiding in defining project savings; validated actual dollars saved for each

p rojects.

Analyzed and recommended which locations were not going concerns based on cash flow analysis for senior management.

P raxai r Distribution, I nc., 2004 – 2005, Ankeny, IA

North American distribution arm of Praxair for the supply of industrial, medical and specialty gases in cylinders and small cryogenic

containers; and related equipment and consumables.

STAFF ACCOUNTANT

Oversaw the accurate creation and posting of monthly journal entries and reconciling of the balance sheet accounts.

Compiled and prepared supporting information for the creation of corporate tax reports.

Integrated the accounting functions of two acquired businesses, whose collective revenues totaled $194M, into the

centralized accounting department and allowed PHS to downsize the necessary staff, saving $300K annually.

Streamlined the month-end close process by utilizing Microsoft Access to improve the accuracy and timeliness of compiling

journal entries during the monthly close; closed the month in four versus five days.

D E N MAN & CO MPANY, L LP, West Des Moines, IA 1999 – 2004

Certified Public Accountants and business consultants.

I N-CHARGE ACCOUNTANT

Performed and supervised audits of private companies in conformity with GAAS; prepared US GAAP financial statements,

and prepared proprietary, nonprofit and individual tax returns. Supervised and trained staff accountants. Analytically

reviewed financial information to identify and investigate variances and irregularities.

Planned and executed assurance engagements using company audit methodology, which involved understanding the

client’s business objectives and strategies, documenting their external business environment, and identifying strategic

r isks which may threaten these objectives.

Coordinated multiple engagements, while continuing to meet client and management reporting deadlines.

Education/Certification

BBA, Accounting, University of Northern Iowa, Cedar Falls, Iowa

Certified Public Accountant (inactive)

H ONORS

Cambridge Who’s Who VIP of the Year 2011

Contact this candidate