MARK P. CAMPBELL

CPA, CFA

Cincinnati, OH • 513-***-**** (c) • abndbt@r.postjobfree.com

FINANCE EXECUTIVE

Results oriented, experienced leader with multifaceted, public-company experience across

Marketing, Sales, Professional Services, Operations & Corporate Finance.

Visionary CFO with exceptional integrity and a passion for building and inspiring high-performance teams offers 15+

years experience in developing winning business strategies and delivering superior financial results. An operationally

driven financial leader who infuses creative business thinking into his organization and implements innovation with

speed and effectiveness. Demonstrated strengths include:

• •

Strategic, Operational, and Financial Planning Talent Recruitment, Development, and Retention

• •

Capital Deployment and Asset Management Financial Reporting and Performance Management

•

Merger and Acquisition Analysis/Integration

• Compensation System Design and Implementation

General Management - Business Analytics

• • Financial Controls / Sarbanes-Oxley Compliance

PROFESSIONAL EXPERIENCE

HARTE-HANKS INC. 2003 - 2009

Leading direct marketing services provider with sales of $1.1 billion

Chief Financial Officer – Harte-Hanks Direct Marketing, Baltimore, MD, 2006 – 2009

Selected by the CEO to manage the financial performance of a complex, multi-division $750 million direct marketing organization.

Developed a strong team of professionals responsible for all global financial analysis, pricing, decision support, shared services

accounting, and human resource activities across 35 distinct operating units.

Delivered $50 million of annualized cost reductions through facility sales, closures or consolidations, and separate

•

work-force reductions to drive short term profit growth in a difficult revenue environment and better position the

company for long term revenue and profit growth.

• Implemented an improved pricing and customer profitability reporting process as the company continues to

push toward a more streamlined approach to managing its multiple businesses. Rationalized individual P&L

silos to drive better customer-wide visibility of margin levers resulting in improving close rates by 10-15% and

improved margin by 100-200 basis points.

Developed the initiative of standardizing and centralizing the company’s transactional accounting activities into a

•

shared services environment driving $1-2 million of annual cost savings while reducing close process by 50%.

• Rationalized the Company’s Human Resource functions specifically streamlining processes related to benefits

administration, recruiting, and data reporting and administration. Drove enhanced service levels with

increased efficiency while reducing costs by $2 million annually.

• Shaped the company’s annul budget process by adding a longer term strategic element and integral tops-down

controls/tools that lessened cycles, and provided more clarity into the key business drivers.

Group Vice President, Finance – National Sales Organization, Cincinnati, OH, 2003 – 2006

Hired to develop metrics and sales productivity measures designed to drive profitable growth across a multi-vertical $500 million sales

organization chartered with delivering multi-service solutions targeted to fortune 500 marketing and sales organizations

• Redesigned sales compensation plans to both simplify and better align compensation drivers with the company’s

goals of profitable revenue growth. Managed the successful roll-out the organization of 75 field-based salespeople.

• Developed standard pricing tools/ processes to standardize across 35 operating units and over 80 service offerings.

Resulted in a central data repository/large deal desk to provide consistency and learning across a complex structure.

• Instituted data-based analytics and sales productivity tools to help drive the organization toward 7% compounded

annual revenue growth while reducing cost of sales by 100 basis points.

MARK P. CAMPBELL– Page 2

NCR CORPORATION. 1995 - 2003

Leading provider of technology software and services with sales of $6.0 billion

Finance and Operations Director – Teradata Division, Dayton, OH, 2001 – 2003

Targeted by Teradata President to drive financial leadership and direction for a $275 million software and professional services

organization. Directed team of 7 with accountability for financial planning and reporting, analytics, and operational support.

• Developed customer profitability modeling and reporting to drive organization toward concentration around

fewer, more profitable accounts. Resulted in increased focus, enhanced sales productivity, and ultimately helped to

deliver 20% annual revenue growth with no material incremental sales investment.

• Led a cross-functional team chartered with driving product cost reductions. Developed a strategy of utilizing

commodity-based components from fewer vendors while maintaining performance and allowing the solution to

continue to command premium pricing in the market place. Resulted in division-wide savings of $25 million.

• Developed pricing and profitability tools and metrics to drive top-line field based organization toward delivering

more profitable solutions. Actions helped to enhance year-over-year gross margin by 10 points, yielding over $25

million in operating earnings.

• Selected uniquely by leadership to re-design Strategic Partnership organization to drive channel sales of Teradata

software and solutions. Rationalized initial investment, saving $5 million annually, and grew channel sales by 15%.

Finance Director – Worldwide Professional Services, 1999 – 2001

Managed all finance and accounting activities for $600 million global consulting business. Developed and managed a team of four

professionals providing all accounting, strategic planning, forecasting, and management reporting activities

• Improved gross margin by $50 million by streamlining processes for use of external contract resources. Developed

rigorous metrics based analysis tools to drive increased practice utilization and enhanced rate realization

• Developed and globally deployed a set of standardized operational planning and engagement pricing tools to drive

consistent operational planning and management across the Company’s multiple professional services practices

• Led efforts to divest non-strategic international software development organization. Negotiated the sale and

referral arrangement to ensure on-going relationship while shedding $4 million in annual expense

Senior Financial Analyst, Teradata Division 1997 – 1999

Senior Treasury Analyst – Cash Management and Investment, 1996 – 1997

Treasury Analyst – Pension and Benefits Finance, 1995 – 1996

General Motors Corporation, Detroit MI, 1991 – 1993. Staff Accountant, GM Fellowship Recipient

EDUCATION

MBA, Finance and Corporate Strategy

UNIVERSITY OF MICHIGAN, ROSS SCHOOL OF BUSINESS, Graduated w/ High Distinction (1995)

BBA, Accounting and Finance

UNIVERSITY OF MICHIGAN, ROSS SCHOOL OF BUSINESS, Graduated w/Distinction (1991)

CERTIFICATION

Chartered Financial Analyst, Completed in 3-Year minimum (1999)

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