Sales Management

CARLOS MILLAN

***** ** ** ****** - *****, Fl ****5 - 305-***-**** - ablwqs@r.postjobfree.com

PROFILE

Performance driven hands on multi-task finance and operations executive

with many years of experience leading successful business operations, and

maintaining financial and accounting controls as the foundation of strong

operations, both in high rapid growth environments as well as in depressed

downsizing economic environments. Results oriented who sees the big

picture and plans appropriate strategies to achieve targets. Strengths in

formulating long-term strategic policies and technological initiatives that

have supported organizational growth, improved staff productivity, and

increased profit margins.

CORE STRENGHTS

P&L / International / Start Up Operations / Multi-Site Operations Analysis

/ Reporting / Budgeting /

Cost Control / Planned Expenditure / Performance Monitoring / Growth

Management / Team Building /

Cost Reduction /Sales Management and Support / International Distribution /

Strategic Planning

PROFESSIONAL EXPERIENCE

Grupo Quaman NOLA Region (Oracle Certified Platinum Partner) - Director of

Finance and Operations -2006 to Present.

Grupo Quanam a knowledge Company that sells Oracle applications and

business solution, invoicing 65 million annually. Reports to the

President/Managing partner for the region. Manage a direct staff of 6 with

a regional budget of 35 million. Responsible for overseeing the

operational, accounting and financial functions of the business, including

the development of internal processes and controls to better manage the

sales support functions, to optimize billing cycles and receivables, and

to improve project auditing practices. Including functions such as: budget

development, financial and business analysis, revenue recognition policies,

sales forecasting, sales quotas, compensation plans and commissions,

budgeting and sales variance analysis, and sales administration.

. Delivered a more accurate sales forecast by redesigning the system and

instituting sales management processes and controls.

. Improved operations income position by implementing revenue

recognition procedures that properly identified when a business

opportunity is considered closed.

. Improved project management administration productivity by

implementing monthly auditing practices that assured all project tasks

were properly and timely tracked.

. Reduced the DSO below 90 days and improved invoice delivery time by

enforcing operational procedures and controls that required the timely

and accurate delivery of business activities and clients' information.

. Partnered with Business Unit Managers to support growth, 20%, by

optimizing fiscal and operational sales performance that increased

revenues, improved margins and helped achieved greater profitability.

Anheuser Busch (Silver Eagle Distributors, Homestead, Fl) - Operations

Controller - CFO - 2005 to 2006

SED was the Anheuser Busch distributor for South Florida, covering the

areas of Homestead and Key West, Florida, with sales of 60 million

annually. Managed a direct staff of nine and was responsible for

supervising the day to day accounting functions (A/R, A/P, G/L, and fixed

assets) for directing financial and operational activities. Including,

monthly reporting and business analysis, budgeting and variance analysis,

credit policies, payroll, tax and treasury, internal controls, contract

negotiations, business system implementations and warehouse operations.

Reason for leaving, South Florida Operations were consolidated to the Miami

distributor, Eagle Brands Distributors.

. Reduced the accounting monthly closing from 20 days to 8 days by

eliminating duplicity and improving the utilization of the accounting

system.

. Delivered a 50% improvement in average sales visit by providing the

sales management and presales team with key performance sales reports

to improve sales productivity.

. Improved administration operations and eliminated possible late tax

fees by moving banking activities and payment of state and local taxes

on line.

. Lowered cost of managing 401 benefits costs and insurance by

negotiating better terms with another provider and by bundling

insurance policies under one umbrella.

. Reduced loading time by 30% and reduce breakage by reorganizing

warehouse operations and loading procedures, and by improving

communication between the sales and warehouse personnel.

CARLOS MILLAN Page 2

DAFIT (Direct Apparel Factory International) - VP of Sales and Operations

Latin America - 2004 to 2005.

DAFIT an apparel outsourcing company with annual sales in the region of 50

million dollars. Reported to the Regional President and was responsible

for setting up the sales and operational activities in the US with the

objective to establish US presence and increment the company's sales by

20%. Among the main responsibilities were: annual budget development,

sales forecast, accounting functions and financial reporting, financial and

business analysis, budgeting and variance analysis, cash flow projections,

credit policies and sales management. Reason for leaving, a one year

consulting project.

. Achieved the sales and business objectives of the company by setting

solid operational procedures, negotiating significant outsourcing

contracts and by setting an indirect sales structure with national

presence

. Expanded the company's Latin American business partners by developing

consulting and training programs for manufacturers on quality,

competitiveness and productivity requirements to succeed in the US and

European markets

. Presented timely and accurate financial information, by developing

effective internal controls, setting the appropriate chart of accounts

and applying the appropriate accounting practices.

. Generated 10% of the sales objectives via e-commerce, by establishing

web initiatives at the B2B and retail levels.

MRO Software - Latin American Sales and Operations Controller - 1996 to

2003.

MRO software a technology company that develops software and business

solution geared towards the Asset Management of the Enterprise, with annual

sales of 200 million. Controlled a $20M budget and supervised a direct

staff of ten, reporting to the EVP of Finance and EVP of Sales Worldwide.

Responsible for all operational activities, asset protection, accounting

and financial functions to support the region. Including: financial

controls, reporting and business analysis; budgeting and variance analysis,

sales support for all lines of revenues: software, annual customer support

and consulting services. Reason for leaving, Latin American Operations

relocated to Brazil; eventually the company was acquired by IBM.

. Delivered target contribution margins of 60% for five consecutive

years by exercising fiscal austere and maximizing operational

efficiency. Achieved MRO's Annual Pride Award in FY00 for the

instrumental role in business development, operational excellence, and

tracking and controlling costs within the Latin America department.

. Guaranteed that 98% of revenue from all regional deals was accurately

and timely booked, by maintaining a proactive approach towards the

revenue recognition corporate policies and by keeping financial

transparency that was in compliance with GAAP and with SEC

requirements; and by educating the sales force on the fundamental

concepts related to revenue recognition and VSOE (Vendor Specific

Objective Evidence).

. Incremented regional support revenues 40% by managing ongoing customer

care improvement programs that sustained customer retention at 90%

levels and added value to the customers' annual support renewals.

. Reduced communication issues and response time between LATAM and

corporate by over 50%, working as a Liaison.

. Reduced the DSO from 120 days to less than 85 days by implementing

account receivable practices that engaged the customer from the

beginning of the billing cycle.

. Improved overall regional productivity by directing successful

implementations of Siebel's CRM System and other tools to provide

better customer management and for the sales team to better manage

sales activities ; as well as successfully complied with the initial

controls for Sabarnes-Oxley 404.

Pepsi Cola International - Documentation and Training Manager - 1993 to

1996.

Supported operational and administrative functions required in the

development of user documentation and training for the sales and

distribution software used by Latin American bottlers.

Andersen Consulting - Business Consultant - 1990 to 1993

Developed a strong foundation of analytical and leadership skills through

intensive planning, performance measurement and reengineering project

support.

Education

2006-2007 - Keller University, Miami

Masters Degree Specialization in Finance and Accounting

1996-1998 - Nova Southeastern University, Fort Lauderdale

Masters of Business Administration with Specialization in Sales & Marketing

- Sigma Beta Delta GPA-3.98

1985 - 1988 - Florida International University. Miami Florida

Bachelor Degree in Hospitality Management

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