EXECUTIVE SUMMARY

Results-oriented financial executive with extensive background in

successfully leading change, driving process improvements, and exceeding

expectations. Initiator of "best practices" in all aspects of the quote-to-

cash process. Proven ability to cultivate productive relationships with

customers and internal business partners.

. Masters Degree in Business Administration (M.B.A.), 4.0 GPA

. 15+ years of broad experience and success in diverse industries (up

$15 billion in revenue)

. Large staff leadership (55+ associates) specializing in corporate

order-to-cash processes

. Significant process improvement and change management skills,

maximizing results and efficiency

PROFESSIONAL EXPERIENCE

THOMAS & BETTS, Memphis, TN

$2 billion Fortune 1000 global electrical manufacturer with multiple

divisions serving electrical, industrial, commercial, utility, retail, and

communication markets

Director, Credit and Collection (2005 - 2011)

Senior Manager, Credit (2003 - 2005)

CHALLENGE: After years of outsourcing, build a strong internal team from

scratch with a strong competence in working capital management,

to achieve, then sustain, industry-leading A/R performance

. Lead Thomas & Betts largest centralized operation with over 55

associates in credit, collections, billing, A/R, claims, auditing, and

cash application in a continuously improving, Lean, Six Sigma

environment.

. Develop appropriate policies, procedures, controls, and KPI's, with

accountability and a results-focused environment, while keeping

abreast of competitive landscape and external benchmarks

. Solve systemic business issues and drive operating efficiencies

through collaborative, cross-functional engagement, establishing

rapport and building a climate of trust and respect.

. Utilize process reengineering and change management skills to

implement "best practices" to improve performance and standardize,

automate, and streamline processes and systems to maximize working

capital results and efficiently utilize human capital.

. Sponsor, oversee scoping, and build Lean project work teams to improve

and streamline business processes, leading to better results and

increased efficiency.

. Develop and monitor controls to ensure world-class critical control

(Sarbanes-Oxley) processes, flowcharts, and narratives for Order-to-

Revenue-Recognition, Valuation-of-Sales & A/R, & Cash-App.

Results:

> Successfully transformed credit and collection from outsourcing to an

in-house strategic competency, consistently exceeding working capital

goals while lowering SG&A expense.

> Consistently outperformed goals for D.S.O., bad debt, delinquency, and

deductions.

. Reduced DSO by 11+ days (from 42 to 30.4), saving $7.6M annually

in A/R carrying costs

. Reduced bad debt by 81% (from $1.25 million to $0.24 million).

. Virtually eliminated write-off of deductions greater than $1,000

> Achieved the above results while improving relationships with

customers and internal business partners

MEDTRONIC, Minneapolis, MN

$15 billion Fortune 500 global medical device manufacturer

Credit Manager (1999 - 2003)

CHALLENGE: Consolidate and integrate credit and collections

processes/functions from four divisional groups, with different

cultures, into a single, cohesive group. Develop appropriate

systems, processes, and controls.

. Cost Center Manager - Managed staff of 14, including 2 regional credit

managers.

. Consistently outperformed goals for D.S.O., bad debt, delinquency, and

deductions.

. Developed credit policy that met revenue, bad debt, and carrying cost

expectations.

. Participated in due diligence phase for acquisitions, served as a

project leader for numerous acquisitions

. Functional Manager for J.D. Edward's business system deployment and

development, serving as member of business systems development board

(approved and prioritized systems development).

Results:

> Reduced D.S.O. by 10 days, saving $15M in A/R carrying costs annually

(cost-of-capital = 15%).

> Reduced over 90-day past due invoices from 8.2% to 2.1% of accounts

receivable, preventing bad debt.

> Reduced deductions from $22 million to $5.9 million, reflecting

process improvements throughout the quote-to-cash process & increased

customer satisfaction with error-free billings.

Honors

> Won 2003 "Star of Excellence" Customer-focused Quality Award,

Medtronic's highest formal recognition for achievement, recognizing

those who raise Medtronic's standard of performance

> Won 2003 "Extreme Award", Medtronic Shared Services highest award.

NOVARTIS MEDICAL NUTRITION, Minneapolis, MN

$815 million division of a $32 billion Fortune global 500 pharmaceutical

and healthcare products manufacturer

Credit Manager (1997 - 1999)

Credit Supervisor (1994 - 1997)

CHALLENGE: Significantly improve working capital position. Manage a credit

and collections processes and function, as well as "outsourced"

personnel. Replace legacy financial system with a new ERP

system.

. Department Head - Lead a staff of up to 14.

. Oversaw all aspects of Credit, Billing, Collections, and A/R.

. Created and administered credit policies, developed and administered

internal audit procedures related to A/R and cash management, and

prepared and presented quarterly results to CFO & President.

. Financial management leader for implementation and

upgrades/modifications to J.D. Edwards (ERP) business system to meet

current and projected business needs.

Results:

> Decreased D.S.O. (daily sales outstanding) from 50 to 38 days.

> Developed and implemented auto-cash system resulting in 95% auto-match

rate

EDUCATION AND CREDENTIALS

UNIVERSITY OF ST. THOMAS, Minneapolis, MN

. Masters Degree in Business Administration (M.B.A.), Executive MBA

Program, 4.0 GPA, 2003

. Bachelors Degree in Business Administration (B.A.), Cum Laude, 1993

PROFESSIONAL AFFILIATIONS

. Credit Research Foundation (CRF)

. National Association of Credit Managers (NACM)

. Association of Finance Professionals (AFP)

. National Electrical Manufacturers Association (Industry Trade Group)

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