Sales Management

Joseph L. Borowski, M.B.A

*** **** *** ****** ( Ramsey, NJ 07446 201-***-**** ( **********@***.***

DIRECTOR FINANCIAL PLANNING & ANALYSIS

Financial Analysis & Reporting Strategic Planning Budgets Cost

Control International IFRS Training Process Improvements Modeling

Forecasting Systems Decision Analysis

Experienced planning and finance executive that developed innovative

process improvements, upgraded management reports and underlying internal

controls to drive top and bottom results. Partnered with client business-

leaders, integrating processes to improve their operational performance

metrics.

Recognized as a strategic and creative problem solver with excellent

analytical skills and business intuition who can interface successfully

with top management across finance and non-finance functions. Using strong

presentation and leadership to demonstrate immediate value by:

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

processes

o Creating financial reporting and budgeting platforms to lower operating

costs

o Accomplishing more with ever-decreasing resources

o Meeting demanding objectives and performing against tight deadlines

o Integrating multi-cultural management policies to foster strategic

decision-making

CAREER EXPERIENCE & Selected Accomplishments

Sugar Foods Corp 2012-2013 Multinational Food Products Company, revenues ~

$500M

Product examples: Sweet 'n Low, Fresh Gourmet, Mrs. Cubbison's, Blue

Diamond, NJoy.

Director of Finance. Reporting to Exec VP and COO, oversight of financial

operations for the firm including Pricing, FP&A, and Accounts

Payable/Receivable. Partner across Sales & Marketing organization providing

proactive guidance on pricing goals and product profitability while

maintaining budgetary responsibilities on a monthly, quarterly and annual

basis. Development of annual strategic plan, quarterly sales forecasts.

Design and implement new monthly/quarterly Financial Reporting & Analysis

presentation for leadership. Creation of targeted performance metrics

aimed at driving enhanced margin performance and bottom line results,

incorporating key customer and industry insights and trends, operational

risks and opportunities. Perform timely operational review across all

business units inclusive of strategic product profitability analyses for

all new and base business product lines.

Develop and oversee accounting policies and procedures to meet both

current and future business models, drive continuous improvement,

analysis of financial systems to ensure maximum productivity, meeting

business needs today and in the future. Goal is to provide proactive

financial information to drive enhanced business decision making in a

timely manner.

Manage and mentor staff of 15 at corporate headquarters, roll-out

training programs and establishment of financial liaison responsibilities

to support business unit owners

Pfizer 2010-2011 World's largest research-based biopharmaceutical company,

revenues ~ $67B

Director Portfolio Strategy, Valuation & Prioritization. Recruited to be a

presence in NY Corp HQ; member of a senior decision analysis team of four,

providing a consistent, accurate, up-to-date view of the development

portfolio for all stakeholders, to support Business Unit/operating segment

trade-off decisions, as well as context for BD strategic and investment

decisions and opportunities.

Conducted financial evaluation and scenario analysis for Pfizer inline

and pipeline products, as well as Life Cycle Management projects (eNPV,

DCF). Partnered with Worldwide R&D, BU functions, Finance, HR, Legal and

Regulatory to provide enhanced knowledge share of inputs/outputs of

valuation and prioritization.

Synthesized the "wall of numbers" and vast array of data and information

into relevant mediums and formats. Provided analysis and support for

Annual Operating Plan, Long-Range Forecast and Corporate Strategic

Planning. Prepared financial models and analysis around risk-adjusted

valuations, led/developed the pipeline valuation process, gaining

consensus and ensuring alignment and quality of information for all

projects.

Designed, implemented and managed consolidated platform of aligned

valuation modeling benchmarks. Instituted formal guidelines and developed

assumptions to support the BU prioritization process and broader

strategic initiatives; optimized portfolio prioritization in a resource

constrained environment through improved project cost analytics and

reporting.

Additional areas of facilitation: Robust Decision Making Initiatives,

Common Analytical Platform (CAP), tracked total portfolio/segment value

(Value Base Goals), budgeting. Partnered with Controllers group

regarding acquisition accounting and valuation, Form 10-Q reporting,

liaise with external auditors.

Joseph L. Borowski Page 2

KPMG, LLP 2000-2009 "Big Four" international public accounting firm with

worldwide revenues of $23B

Director, Finance & Accounting - US Marketing Controller. Reporting to EVP

Marketing and CFO Finance, recruited 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 service lines, aligning internal

execution with corporate strategy. Managed budgets to $100M, staff to ten.

Created marketing and finance reporting platform (TM1/Cognos) for

Division that lacked formal finance team and processes. Hired team of

financial professionals. Created proactive financial reporting and

analysis system with KPI dashboard enabling for $4.5M spend

reapportionments. Provided comprehensive financial support and

international linkage across 6 regional areas, operational lines of

business and reporting segments.

Saved $6M by establishing new financial guidelines and defining financial

policies for 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: Advertising & Promotional spend

analyses, Capital and Fixed Asset Accounting, Contract-Commercial Deal

Analysis (pricing, terms, level of service), Revenue Reporting, AP/GL,

monthly/yr-end close, special projects, Utilization/profitability,

Outsourcing analyses and process definition.

NOVARTIS PHARMACEUTICALS / CIBA-GEIGY 1987-2000 Swiss based pharma

company, worldwide sales $17B; US sales of $5B; 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 3,000 sales force. Held formal

P&L responsibility with sales & margin analyses.

Designed financial metrics-reporting across disparate sales forces

providing 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 global supply chain management worldwide, S&OP. Operational

liaison between Sales & Marketing, Finance and Manufacturing. Integration

with Managed Care/Managed Markets.

Pioneered new consensus-driven forecasting team/process for this newly

formed company 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 to

develop 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.

Joseph L. Borowski Page 3

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.

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,

Government and Contract Pricing, Medicaid/Managed Care.

Rebate analyses, 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 to address 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.

US 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. Financial liaison that

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 $7B

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, SAP, Microsoft Dynamics Great Plains / FRx

KPMG Certified Finance Course Instructor: Operating Statement Analysis,

Expense Reimbursement Policy

Ciba-Geigy Certified Preparation & Presentation of Financial Management

Instructor: Introduction to Financial Statements, Cash Flow Reporting,

Return on Net Assets, Exchange Rate Valuation

Pfizer IPA Award Recipient

KPMG Chairman's Award (twice) for Outstanding Community Service.

KPMG Outstanding Mentor Award.

Novartis Business Excellence Award.

Ciba Pharmaceuticals Division Presidential Award Recipient.

COMMUNITY & ACTIVITIES

Current Board Member and Treasurer/Controller; Past President of the Ramsey

Soccer Association

(over 1,100 participants, 90 teams and 400 volunteers)

Member of The Financial Executives Networking Group - FENG

Active Member of Numerous Community Charity Activities

HS Youth Mentor, CYO Basketball Coach

USSF Licensed Soccer Referee and an avid musician.

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