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Customer Service Manager

Littleton, Colorado, 80123, United States
May 25, 2010

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**** **** ***** ***** *: 859 *** ****

Littleton, CO 80123


A passion for execution, a commitment to continuous improvement and a track record for delivering

financial results

Strong business, financial and accounting background with success in domestic and complex multinational, multi

site enterprises. Focused on the delivery of business results in partnership with senior leadership and in support of

cross functional groups. Personally energetic, creative and customer focused. Specific skills include:

Strategic planning and implementation Finance and IT systems implementation

• •

Internal and external financial reporting Lean Six Sigma process improvement

• •

Working capital reduction Regulatory compliance and risk management

• •

Pricing, costing, margin and expense review US GAAP and IFRS standards

• •

Budgeting, analysis and metrics development Cash flow management

• •

Due diligence and acquisitions Equipment sourcing and funding

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Audit, procedures and control environment Project execution and change management

• •

Systems: Multiple ERP platforms including SAP, Infor and CA products; Excel, PowerPoint, Word, Access, Lotus,

Crystal reports, Minitab, Hyperion.


2006 2010

MINOVA and ORICA AMERICAS, Denver, CO and Georgetown, KY

Minova Americas, a $300+ million specialty chemical and steel manufacturing, distribution and sales organization with 400

employees, formed in 2008 by Orica from a merger between two newly acquired businesses. Orica is a leading publicly owned

Australian based global chemical, paint and mining services business; the US Orica operations generate $500 million in sales with

950 employees, and providing products and services to the mining and construction sectors.

Vice President of Finance (CFO), Minova Americas, Reporting to the CEO. 2008 2010

Developed new effective systems, procedures, and innovative reporting packs while revising key performance

metrics for this newly established business. Led and delivered greatly improved finance team standards.

Reorganized and mentored talent to meet and exceed demanding global corporate, internal and external reporting

and analyses demands and GAAP and IFRS reporting standards. Refocused a team of twelve to partner with the

manufacturing, supply chain and commercial functions to increase the finance team’s ongoing contribution to

business performance. Key initiatives included:

To improve pricing decisions, partnered with the Regional commercial teams to identify and communicate

key customer profitability trends by sector and product in a period of challenging input cost changes and

heightened competitive pressure. This initiative led to the development of new product costing models,

drove input cost reduction to increase margins, and a revised framework for both new contract proposals

and for the defense of existing core business.

Developed and translated local strategic plans and objectives into deliverable financial targets, budgets and

long terms plans, gaining international corporate support. To support the business growth targets,

completed the due diligence for two additional acquisitions for product and geographical expansion.

Generated $20+ million of cash improvements to self fund growth initiatives. Wins included sustainable

receivables collection improvements of 25% and significant inventory turn improvement of 100%.

Delivered multiple efficiency projects and resolved an array of finance, risk, audit, insurance, legal,

treasury, banking and HR issues. Improved customer service response times, reducing first time billing

errors by 60% and eliminating staff turnover issues. A manufacturing labor cost benchmarking project

reduced labor cost per unit at one plant by 20%. Developed a two year timeline, dedicated resources, key

milestones and specialist support to implement a business wide ERP solution.


Acquisition and Integration Manager, Orica Mining Services, Reporting to the CFO. 2007 2008

Led acquisitions from development of the business cases through to close, post acquisition integration and

performance review. Worked effectively across multiple functional and management groups within both the targets

and Orica. Developed a standard scalable process that was repeated for multiple acquisitions. This approach was

nominated for an Orica “Deliver the Promise” Award and subsequently was presented as an example of best

practice to the global Orica Group Board.

Finance Manager and Six Sigma Black Belt, Orica Mining Services, Reporting to the CFO. 2006 2007

Dedicated resource to deliver key performance improvements, drive key finance and productivity initiatives and

communicate the associated financial metrics. Key successes included graduation through Lean Sigma Black Belt

training program, delivery of a $5 million cash improvement target and the reorganization and development of the

North American finance shared services operation.

Senior Finance Associate, Orica Mining Services, Reporting locally to the Orica CFO. 2004 2006

Supported and delivered rapid EBIT and RONA improvement. Key successes included multiple initiatives to

reduce the asset base, with $45+ million of cash improvement delivered. Developed the organization’s precious

metal sourcing strategy, equipment funding and leasing processes. EBIT initiatives included development of the

metrics, analyses and targets to ensure all sites met minimum group contribution hurdles. Over $3 million in cost

reduction was delivered from operation and supply chain restructuring and $2.2 million of pension, medical and

benefits rationalization. (This initial assignment was via a contract employment relationship through Global

Resource Professionals, an interim executive placement firm.)

1993 2003

IMI NORGREN / IMI WATSON SMITH, Denver, CO and United Kingdom

IMI Norgren is a division of IMI plc, an international engineering and manufacturing business. IMI Norgren is a global specialist in

Pneumatic components with local US sales of $400+ million and 1100 employees.

Vice President Finance North America, Reporting to the US President 1999 2003

Divisional Director Finance, Reporting to Airline Division CEO USA 1997 1999

Divisional Controller, Reporting to Valve Division CEO Europe 1995 1997

Financial Controller, Reporting to Managing Director UK 1993 1995

Successive advancement while gaining experience in financial reporting, accounting, change management,

systems, results delivery, leadership and communication.


B.Sc., Economics (Honors), University of Hull, United Kingdom

Chartered Accountant, ACMA. UK Chartered Accountant qualification similar to the US CPA qualification.

Lean Six Sigma Black Belt trained

Various leadership and subject matter courses

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