Manager Management
Resume:
Kevin J. Sullivan
Winter Springs, FL 32708
************@*****.***
PROFESSIONAL SUMMARY
An innovative, growth-focused professional with extensive experience in all
facets of finance and business operations. Credentials include over twenty
years of diverse operations and financial management experience with
increasing responsibilities and a proven track record of significant
accomplishments.
AREAS OF EXPERTISE
Strategic Planning
Financial Planning and Analysis
Cost Estimating / Bids & Proposals
Six Sigma (Green Belt Cert.)
Mergers & Acquisition
Cash Flow Management
Program Management
Contract Negotiations
Financial Controls
Personnel & Talent Development
Financial Systems / SAP
International Business Management
Budgeting and Cost Management
Due Diligence / Integration
PROFESSIONAL HISTORY
2011 to Present
Brooks
International
.Director and Principal Analyst
Sullivan, Lorigan & Associates -
Consultants President and
Owner
Management consultant in business operations, process optimization, and
strategy execution. Client engagements (Foreign and Domestic - Canada,
Japan and US) in industries including Aerospace and Defense,
Transportation, Logistics, Mining, Pulp and Paper Manufacturing, Oil and
Gas Exploration, and Energy. Identified and implemented earnings
initiatives for client companies in excess of $125M annually.
Lockheed Martin Global Training and Logistics
2008 to
2011 Director,
Finance and Business Operations
Served as the Finance & Business Management partner for Business
Development, Production Operations, Sourcing / Procurement, Facilities,
Engineering, IT and Sales / Marketing organizations.
Finance and Business Management leader for the company's "Whitespace
Initiative" focused on bringing Simulation and Training technology to
commercial markets. Responsibilities included market analysis, business
case development, establishment of teaming arrangements and agreements,
proposal development, and product launch.
Responsible for the development and implementation of performance metrics
related to all discretionary overhead budgets within the business (~$500M
annually) which resulted in a year-over-year turnaround in spending (from a
5% overrun to a 3% under-run).
Led a business restructure activity to exit / close facilities and maximize
footprint utilization of low cost operations (including Mexico-based
operations) resulting in a savings of $40M and increased cost
competitiveness.
General Electric Corporation
2006 to
2008
CFO, GE Reuter Stokes
Partnered with the business unit President / COO to implement and drive
improvements to the operations which resulted in significant year-over-year
sales and earnings growth.
General Electric (con't)
Supported the implementation of a new financial system (SAP) for the
business which went "live" three months prior to the scheduled turn-on
date.
Built a successful Finance and Business Operations team from both internal
and external sources and created a diverse and highly productive leadership
organization within the company.
.
2005 to
2006 Mana
ger, Acquisition Integration
2003 to
2005 M
anager, Operations Analysis
2002 to 2003 Manager,
Finance - Global Repair Operations
1999 to
2002 Manager, Risk
and Portfolio Management
Led the strategy development, negotiation, and capture of major new
business proposals which added over $3.3B to backlog and increased yearly
earnings by approximately $35M by driving significant cost reduction
initiatives and the development of creative financing structures through GE
Capital.
Managed a Six-Sigma based program which identified and implemented over
$120M of cost reduction benefits in manufacturing operations.
Implemented an initiative to transition work from domestic operating sites
to low-cost international sites (US and Western Europe) including the sale
of assets and the outsourcing of certain workscope efforts, resulting in
cost savings of $190M.
Led the financial integration of a newly acquired business, capturing
significant cost saving synergies and standardizing both financial and
operating procedures within the entity.
Huffy Corporation
Huffy Bicycle Division
1997 to
1999
Director of Finance
Responsible for the development and implementation of the company's
strategic plan which defined restructuring objectives that significantly
strengthened competitive posture and earnings potential, including full
ownership and responsibility for the creation of a low-cost Maquiladora.
Responsible for the implementation of a new ERP system in the areas of Cost
Accounting, General Accounting, Accounts Payable, and Accounts Receivable.
System implemented two months ahead of schedule.
Lockheed Martin Corporation
Defense Systems Division
Pittsfield, MA
1995 to
1997 Co
ntroller and Manager of FP&A
Responsible for the analysis, formulation, and implementation of the
division's annual Profit Plan and Long Range Operating Plan for orders,
sales, earnings, cash flow, R&D, overhead, and capital expenditures
Assigned lead role as the business operations due diligence focal point in
the successful sale of the assets of Lockheed Martin Defense Systems to
General Dynamics Corporation. Proceeds to seller exceeded plan by $20M.
Aero and Naval Systems Division
Baltimore, MD
1994 to
1995 Manager,
Finance, Audit, and Compliance
1992 to
1994
..Manager, Customer Support
1988 to
1992
Manager, Finance
1987 to
1988
Manager, Cost Accounting
1985 to 1987
Supervisor, Cost Accounting
EDUCATION
BBA -The University of Toledo
MBA - Max M. Fisher College of Business - The Ohio State University
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