DAVE NAJAR, MBA

**** ** **** **

305-***-****

Cape Coral, FL 33904

abmjez@r.postjobfree.com

Senior financial executive with strong knowledge of operations and business

practices with

experience in North and South America, Europe and Asia. Background

includes senior level

Finance positions in technology (hardware, software, services), consumer

products, and health care industries. Strong knowledge of mergers and

acquisitions from analysis to integration, including joint ventures and

alliances. Experience includes working in manufacturing environment in

operations, finance, including restructuring organizations. Integrated with

sales and marketing organizations to impact favorably operating results.

PROFESSIONAL SKILLS

Benchmark analysis Creative Financing

Acquisition Analysis Pricing

Strategic Planning and Development Manufacturing Management

Portfolio Management Process Management

Capitalization & Swaps Technology & Metrics

Capital & Operational Budgets Strategies

Asset and Credit Management Multi-lingual

EDUCATION

University of Michigan, Finance & International Business, MBA, 1973

University of Notre Dame, Bachelor of Business Administration, 1971

University of the West, Angers, France, sophomore year abroad, 1969

SUMMARY OF MANAGEMENT EXPERIENCE

Tigrent, Inc.

Cape Coral, Fl 2008-

Present

Vice President, Financial Planning, Reporting, & Analysis

Direct the worldwide budgeting, planning, and analysis for this education

services company. This includes the annual operating plan, Board of

Directors reporting, analysis of new business ventures, monthly financial

reporting, and forecasts.

. Initiated company-wide formal planning process, including brand

profitability through balance sheet and cash flow projections.

. Launched monthly reporting to the Board of Directors.

. Established key operating statistics for internal measurement.

Hewlett Packard, Miami, Fl

2000-2008

Director, Finance; Operating Division

Lead the finance operation for a divisional portfolio of seven commercial

businesses in hardware, software, and services in three separate

assignments over the past seven years. Activities include direction of

financial planning and budgeting, deal management, cost modeling, pricing,

new initiatives for this $1.3 B multi-site operation.

. Initiated and directed global project to analyze and compare

benchmarks of international operations, digging and analyzing the

reasons for the differences.

. Engaged in the business case, financial analysis, valuation, and due

diligence of several acquisition targets, including three service

providers in the past three years of over $250M.

COMPAQ COMPUTER CORPORATION, Houston, Tx 1996-2000

Vice President, Finance & Administration, Latin America

As the divisional CFO, directed the strategic and operational planning,

budgeting, accounting, asset management, pricing, divisional business unit

financial management, and capital budgeting. Directly reported to the

Divisional President

. Reduced total days of sales outstanding (DSO) from 162 days to 81

days, producing average annualized interest and foreign exchange

savings of $ 28 Million.

. Integrated the division financial activities, systems, and personnel

of two acquisitions (Digital and Tandem), which contributed in excess

of $250 Million in annual revenue.

. Established checks and balances between the financial planning and

manufacturing demand system to enhance inventory utilization with

turns increasing from 6.0 to 9.7, including spare parts and demo

equipment. In addition, re-engineered the finance activity and

improved staff quality.

WALT DISNEY CORPORATION, Coral Gables, FL 1992-

1996

CFO; Consumer Products, Latin America

Directed the financial and strategic planning for this licensing and

sourcing arm of Disney Consumer Products.

. Built the organization from one senior financial analyst to a complete

staff, including management systems, accounting, financial and

strategic planning, and best practices.

. Directed the acquisition analysis of two major distributors (Brazil

and Andean), resulting in the purchase of these operations at fair

market value.

. Initiated cost center reporting within the division, to monitor

expenses by activity and by department and. strategic alliances with

key licensing partners, including minority equity participation.

BAUSCH & LOMB, Rochester, NY 1990-1992

Director, Finance/Controller: Western Hemisphere

As the senior financial executive in the division, directed the strategic

and operational planning, asset management, capital budgeting, accounting,

cost and manufacturing analysis, management systems as well as advisor to

the Regional CEO.

. Generated 22% cost reduction in Brazil by developing and implementing

a hyperinflationary manufacturing and cost (MRPII) system, and reduced

total receivables from 93 to 74 days and on-hand inventory from 8.0 to

3.5 months. The net results increased RNOA from 16.3% to 20.7%.

. Spearheaded Mexican joint venture debt restructuring and acquisition

analysis, saving $2 Million.

UNISYS CORPORATION (formerly Burroughs Corporation) 1973-

1990

Managing Director, IDAT, S.A. (Argentina, 1988-1990)

General Manager, with full P&L responsibility of an $8 M fully

integrated start-up computer joint venture, including sales and

marketing, strategy, manufacturing, engineering, as well as research

and development.

. Restructured organization to reduce financial losses from $2.2 M to

nearly breakeven.

. Reduced inventories ($1 M) and local borrowing costs ($.4 M) following

installation of fully integrated MRP system in eight months. Directed

reverse engineering of a local ASCII terminal, with new sales of $1 M.

Director, Marketing Support (Boca Raton, Fl, 1987-1988)

Established marketing product support and sales training program in this

transitional assignment.

Controller/Director, Finance (Boca Raton, Fl, 1983-1987)

As the senior division finance executive, directed the operational

planning, budgeting, accounting, asset management, strategic planning,

management information systems, contract administration, supply-chain

distribution, and capital budgeting.

. Initiated regional pricing study yielding $4 M after tax corporate

profit increase in 1986. In addition, led least cost sourcing project

team to generate $1M after-tax savings.

. Implemented SWAPS and currency arbitrage increasing cash flow and

corporate profits by $3M. Structured counter trade deals to obtain $12

M in importations during period of closed borders.

. Directed the acquisition and feasibility study of an Argentina

manufacturing joint venture.

Manager, Corporate Financial Planning, Budgets & Consolidations (Detroit,

Mi 1983-1983)

Directed the corporate budget consolidations, including reports for

the Board of Directors, Security Analysts (investor relations), SEC,

and internal executive management.

Controller, Argentina (Argentina, 1980-1982)

As subsidiary controller of this turnaround operation, directed the

accounting, tax and financial planning, asset management, supply chain

distribution, and management systems.

. Reversed financial results from $11 M loss to $4.5 M profit during

tenure.

. Reduced outstanding receivables days from 110 to 65 (industry lowest).

. Settled $15 M overdue inter-company debt remittance prior to

government currency restriction and refuted government back tax claims

for $2 M plus interest.

Treasurer, Latin America (Detroit, Mi 1979-1980)

Initiated the Latin America treasury activity, with the primary

responsibility to initiate currency exposure coverage, refinance debt

and restructure capital, and monitor and identify ways to improve cash

flow.

. Reduced financing expenses by $1 M by optimizing debt-equity mix and

correcting capital impairment for subsidiaries in Mexico, Venezuela,

Brazil, Colombia, and Argentina. Renegotiated bank lines of credit for

large subsidiaries.

Manager, Financial Planning; Europe & Africa (London, England and

Detroit, Mi 1978-1979)

Directed the financial planning, business modeling, operating and

capital budgeting for the division.

. Increased expense forecast accuracy to above 90% and minimized

projected margin errors in from 5 to 1 point, ROS, following model

creation and implementation.

. Performed the financial analysis to Greenfield two new subsidiaries

(Greece and Turkey).

Manager, Financial Analysis and Production Planning (Tokyo, Japan 1976-

1978)

Manager, Financial Analysis (TBKK, Burroughs KK (Tokyo, Japan 1975-

1976)

Manager, Internal Audit (Takachiho-Burroughs JV, KK) (Tokyo, Japan

1974-1975)

During a four-year tenure in Japan, reporting to the CFO, held

positions first in Audit, then in financial planning and capital

budgeting, later assuming full responsibility for manufacturing and

production planning.

. Reduced obsolete slow-moving computer peripheral inventory expense by

$.5 M and inventory months from 10 to 7, following creation of unit

factory requirements system.

. Launched company-wide cost center budgeting, based on a combination of

Japanese and US culture.

. Established internal audit controls, which saved the parent in excess

of $1 M in the Japanese joint venture buyout.

Senior Operations Analyst, Pacific-Canada (Detroit, Mi 1974)

Operations Analyst, Pacific-Canada (Detroit, Mi 1973-1974)

Manufacturing Financial Analyst, Components Group (Detroit Mi 1973)

During first assignments, performed financial analysis and cost

variance analysis.

. Directed major financial acquisition of the Japanese distributor.

EXTERNAL TRAINING

Harvard University; Lessons in Leadership, 1998

University of Pennsylvania; Leadership & Management, 1986

University of Michigan; Treasury Management, 1979

Contact this candidate