JosephBorowskiResume04-10

DIRECTOR - FINANCE & ACCOUNTING

Financial Analysis & Reporting / Strategic Planning / Budgets / Cost Control / International Audits / IFRS / Modeling / Process Improvements / Forecasting / Systems / SOX / Training

As an experienced planning and finance executive, I developed innovative process improvements, upgrading management reports and underlying internal controls to reduce costs and improve the bottom line. I have partnered with client business-leaders, integrating processes to improve their operational performance metrics.

I am recognized as a creative, strategic and innovative problem solver with strong analytical skills and business intuition who can interface successfully with top management across finance and non-finance functions. Using strong presentation and leadership skills I bring immediate value by:

- Developing to-the-point analytical models to streamline business processes

- Creating financial reporting and budgeting platforms to lower operating costs

- Accomplishing more with ever-decreasing resources

- Meeting demanding objectives and performing against tight deadlines

- Integrating multi-cultural management policies to foster strategic decision-making

CAREER HISTORY & SELECTED ACCOMPLISHMENTS

KPMG, LLP 2000-2009 “Big Four” international public accounting firm with worldwide revenues of $23 billion

Director, Finance & Accounting.

Reporting to EVP Marketing and CFO Finance, recruited as US Marketing Controller in a newly created role to build Finance team and Processes. Responsible for driving the strategic business planning & reporting process, providing financial and strategic leadership to domestic marketing organization and aligning internal execution with corporate strategy. Manage budgets to $100M, staff to ten.

Created marketing and finance reporting platform (TM1/Cognos). Division lacked formal finance team and processes. Hired new team of financial professionals. Created proactive financial reporting and analysis system with KPI dashboard allowing for $4.5M spend reapportionments. Provided financial support and international linkage across six regional areas and corporate home office.

Saved $6M with new financial guidelines. Lack of defined financial policies at KPMG affected US Marketing operations. Instituted strict GAAP reporting requirements and controls. Created new policies manual. Generated savings in Travel & Entertainment, technology purchases and “Salary Creep” from staff turnover.

Implemented $5M internal program reductions using zero-based budgeting. Division lacked comprehensive measurable budget process. Recognized opportunity to create/automate new process with clearly defined risks/opportunities ensuring connectivity of Marketing Spend. Leveraged effective decision support for new, lean budget. Led creation of three-to-five-year Strategic Plan.

Developed organizational compensation budgeting process. Division could not define organization staffing. With 25% turnover, identified need to create compensation structure and identify enrollment costs and recruiting fees. Established process within formal budget cycle, differentiating internal and external recruiting costs. Gained control of operating budget. HR policies reduced turnover 68%, saving $500K in accession fees.

Established annual budget, quarterly and monthly financial variance review process. Planning and review processes were seriously outdated. Re-designed processes for developing, coordinating and communicating business strategies and objectives. Enabled reliable and accurate planning, forecasting, focusing on key issues. Provided timely results, emphasizing strategic thinking and ROI resource maximization.

Additional Areas of responsibility: Capital and Fixed Asset Accounting, Contract Analysis, Revenue Reporting, AP/GL, monthly/yr-end close, special projects.

NOVARTIS PHARMACEUTICALS / CIBA-GEIGY 1987 – 2000 Swiss based pharma company, worldwide sales $17B; US sales of $5 billion; Novartis was a result of Ciba-Geigy / Sandoz Inc. merger in 1996

Associate Director Business Analysis 1999-2000.

Automated and coordinated reporting of sales results, using performance metrics, competitive analyses and regional physician motivators. Standardized procedures and processes, created knowledge management data warehouse. Collaborated on developing new business approaches and opportunities for sales force of 3,000.

Designed financial metrics-reporting across disparate sales forces. Provided connectivity between area sales regions and home office to bridge existing information gap. Developed metrics reports, leveraging resident knowledge of key business drivers to generate strategic forecasts. Enabled sales leadership to drive up daily targeted calls and maximize use of field days. Drove 32% increase in sales process efficiencies.

Associate Director Demand Management, 1997-1999. Established new Demand Management Team, leveraging internal subject matter experts to develop forecast models for over 30 brands and 400 SKUs. Implemented training modules for supply chain management worldwide.

Pioneered new consensus-driven forecasting team/process. Newly formed company looked to focus on key products in strategic therapeutic areas. Identified need to merge US and European forecasting cultures. Created forecasting policies aligned with business needs. Led Worldwide Demand planning process team.

Led rationalized portfolio of non-promoted products project team. Senior Management sought proposals for optimizing the value of existing non-promoted portfolio. Chartered to source recommendations and management concepts. Successfully implemented short-term initiatives, improving profits, and longer term flexibility options for legacy product families with sales of $750M.

Key Member, Novartis Portfolio Integration Team, 1996.

Selected as key player on six-person project team, performing an in-depth financial review of legacy lines. Tasked with time-critical portfolio prioritization by product and therapeutic area, Identified long term sales goals, optimum staffing and promotional resources required. Completed project on time, facilitating post-merger work streams. Established initial Novartis portfolio with projected $5B sales.

CIBA-GEIGY Corp. Swiss based chemical & pharmaceutical products company, worldwide sales of $10 billion;

Manager Marketing Business Analysis, Ciba Pharmaceuticals, 1995-1996.

Founding member of strategic operational department, responsible for providing high quality financial and business analyses to both internal and external clients. Delivered product sales & rebate forecasts, regional P&L's, trend and competitive analyses, discounted Cash Flow/ROI analyses and portfolio pricing strategies for over 160 SKUs.

Saved $6M with development of Ciba marketing model. Pharmaceutical division was facing competitive challenges from pending generics. Led group of financial experts to work with product teams and sales leadership, establishing new model to drive top-line and bottom-line results. Automated sales reporting and forecasting, implemented SKU level accuracy metrics; Created link with Managed Care.

U.S. Corporate Headquarters Senior Financial Analyst, 1993-1994.

Compiled and analyzed corporate financials for internal & external reporting in accordance with professional accounting and reporting standards (GAAP and IFRS).Presented to Board of Directors and Bond Rating Agency meeting. Acted as internal audit liaison with Group Companies and International Headquarters.

Ciba Pharmaceuticals:

Senior Financial Analyst, 1990-1993.

Established automated financial reporting package for US Corporate, the Pharmaceutical Division and Ciba Global Management. Financial Liaison Ciba Consumer (OTC) business.

Financial Analyst / Cost Accountant, 1987-1990.

As financial liaison, coordinated the preparation of management reports, including commentary and analysis for annual budgets, cash forecasts, product lines, operating expenses and manufacturing variances. Automated manual processes.

UNION CARBIDE CORPORATION 1985-1987 Wholly owned subsidiary of Dow Chemical, US Sales $7billion

Financial Analyst, Accounts Payable Coordinator, Cost & Plant Accounting and internal auditor.

EDUCATION & AWARDS

MBA, Finance, Fairleigh Dickinson University - 1991

BS, Finance/Accounting, Fairfield University - 1985

Proficiency in Excel, PowerPoint, Word, Access, PeopleSoft, Hyperion, Business Objects, TM1, Cognos

KPMG Finance Course Instructor: Operating Statement Analysis, Expense Reimbursement Policy

Preparation and Presentation of Financial Management Courses at Ciba-Geigy: Introduction to Financial Statements, Cash Flow Reporting, Return on Net Assets, Exchange Rate Valuation

KPMG Chairman’s Award (twice) for outstanding community service.

KPMG Outstanding Mentor Award.

Novartis Business Excellence Award.

Ciba Pharmaceuticals Division Presidential Award Recipient.

PERSONAL

I am active in the Ramsey Soccer Association. I also participate in numerous community charity activities. Additionally, I am a USSF Licensed Soccer Referee and an avid musician.

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