Manager Customer Service
Resume:
Email address
abo5ny@r.postjobfree.com
First Name Middle Last Name Suffix Maiden Name
Phil A Beck
N/A
Work Phone & Ext Toll Free Phone Fax Phone Home Phone
Cell Phone Pager Personal Web Site Address
Secondary E-mail
abo5ny@r.postjobfree.com
Address City, State
Zip
1230 Creekside Crossing Stillwater MN 55082
Month/Year Hired Month/Year Left Total Years with Company
Sep 1984 Jul 1986 2
Office Division Title
Minneapolis Audit Staff
Country Other Employment Details
(Previous positions, duties, or fun info)
United States
Company Name Position
Bridge Management Consulting Partner
Company Web Site
http://
Company Size (employees) Est. Company Revenue Industry
1-10 Consulting
Do you hold any professional certifications?
(Separate with commas)
CPA (license currently inactive)
Other Current Employment Details
(Description of Position)
Birthday Marital Status Spouse's Name Anniversary
Feb 1 Married Cindy 10/12
Children's Names & Ages
Kelsey-19; Marissa-16, Jaclyn-14
c Copyright Andersen Alumni Association 2012. All Rights Reserved.
Phil_Beck_Resume 080109c.doc
PHILIP A. BECK
CPA (license is inactive) Telephone: 651-***-****
1230 Creekside Crossing Email: abo5ny@r.postjobfree.com
Stillwater, MN 55082
Professional Experience Summary
Professional experience includes a broad base of business management and consulting in
finance, operations and information technology in large, mid market and small
entrepreneurial companies in several industries including medical device, electronics,
injection molding, extrusion, automation equipment manufacturing
Finance and Operations includes:
Successfully executed three business turn arounds, restoring each to profitability and
positive cash flow
Executed on multiple mergers/acquisitions and integrations including raising capital in
private equity market
Conducted multiple business assessments resulting in the realignment of company
initiatives and resources to maximize profit improvement
Assisted and led both large and small organizations through strategic planning and
budgeting processes and then actively managed operating units to plan
Implemented lean mfg and 6 sigma quality initiatives to identify and eliminate non value
added costs and improve profit, quality and delivery performance
Implemented quality systems (ISO) to comply with FDA and other regulatory agency
requirements
Information Technology includes:
Both as a consultant and manager led several large and small organizations through
projects to define their IT strategy, select software, negotiate contracts and implement
large and mid tier packaged software including Oracle, BaaN, IFS ERP and Vantive CRM
packages in single and multi-site environments
Managed IT operations with packaged software, custom development, outsource applications
and distributed data center operations. Environments managed include Oracle, MAPICS, IQMS,
Job Scope, ADP and custom developed applications. In addition managed all key software
suppliers, outsourced service providers and consulting relationships
Led clients through multiple information system assessments and optimization projects
Assisted clients and managed strategic IT infrastructure and outsourcing initiatives
Implemented IT Compliance with Sarbanes Oxley
Experience:
Bridge ConsultingAugust 2009 to present
Bridge is a management consulting practice focused on financial, operations and
information technology consulting.
Tactx Medical (formally CardioTech International) November 2006 to July 2009
(a $40 million medical device manufacturer)
Hired by CardioTech to redefine the business strategy, rationalize the business
operations and turn around and market the Minnesota operation. Successfully completed a
transaction and integration in June 2009.
Position:
Vice President & General Manager of Minnesota Operation
Defined and successfully executed a strategy to focus on the core medical polymer
technology resulting in a sale of the California and Minnesota operations
Defined and executed a turn around strategy to return the business to profitability
(attaining a 22% EBITDA after several consecutive losing years)
Implemented a direct sales and marketing plan resulting in the addition of 14 new
accounts and revenue growth of 100% in 2.5 years
Implemented quality and lean mfg initiatives that resulted in restoring creditability
with customers. On time delivery improved from less than 50% to over 90% with less than
.1% returns
Negotiated long term supply agreements with all key customers resulting in price
increases and long term predictable production volumes (enabled by the restoration of
credibility previously noted)
Successfully integrated the Minnesota operation into the new parent including relocating
the business to a new facility, implementation of new business systems and the ISO 13485
quality system
Midwest Plastic Components ($26 million precision injection molder) March 2005 to
November 2006
In 2004/05 the private equity ownership brought in a new management (CEO & CFO) to
execute on a business turn around, restore the valuation and market the business.
Position:
Chief Financial Officer & Vice President of Medical Operations
Defined and successfully executed a turn around strategy to bring the company back to
profitability (a $2 million turn around) and grow the business from $20 million in 2004 to
$26 million in 2006.
Turned around cash position from $2 million net reduction of cash in 2004 to a $3 million
net increase in cash in 2005 (which was used to pay off the credit line)
Prepared and marketed the company for sale by the private equity group
Structured and raised capital for management buyout (transaction did not close due to
seller pulling it from the market)
Increased the valuation of the business by 300% from 2005 to 2006
Strategically re-aligned the business by moving it away from low margin automotive
markets to higher margin medical device and defense markets
Increased the new development program wins by 100%
Improved customer service by improving the company s overall on-time delivery from 78% to
95+%
Led the company s transformation to a lean manufacturing and six sigma company
Overhauled the medical operations to improve customer service (improved on time delivery
from less than 50% to 98%), improve quality and productivity (a 33% productivity
improvement was realized) and reduced costs (gross margin improved to 63%)
Re-organized the overhead and administration functions resulting in cost reductions of
$300,000
Re-negotiated supplier and bank terms to improve cash flow and reduce costs
Managed bank, audit, tax and legal counsel relationships and BOD and investor reporting
Accellent (formerly MedSource Technologies & UTI Corporation) November 2000 to March 2005
(a $400 million contract developer and manufacturer of medical devices with 25 domestic &
int l sites)
Positions: Vice President of Information Technology
Corporate Controller
Director of Supply Chain Integration
Responsible for planning and executing the integration of two $200 million multisite
manufacturing companies (MedSource and UTI Corp) as a member of the business integration
team. Directly accountable for the integration of Accellent s information technology
infrastructure and financial operations
Established the program office to manage the integration of information systems including
email, the WAN, Oracle ERP, payroll systems, and financial reporting and executive
information systems. In addition established a corporate IT function with standardized
policies, procedures and internal controls compliant with Sarbanes Oxley
Responsible for the development and roll out of a new web site as a member of the re-
branding team
Consolidated MedSource corporate offices and functions resulting in a reduction in
operating costs by $11 million annually
Managed MedSource IT operations including defining the overall IT strategy which led the
establishment of a corporate IT function resulting in:
Integration/consolidation of 17 separate IT organizations into one corporate function
resulting in a net savings of $1.5 million annually
Establishment of key IT policies including disaster recovery, change control, security,
standardization of hardware and spending controls compliant with Sarbanes Oxley and ISO
13485
Environment included multiple ERP systems, CRM, 6-CAD/CAM systems, PDM, Project Mgmt,
ADP, MS-Exchange, network file sharing, custom developed software and multiple legacy
accounting packages
As project manager led business through a program to define its supply chain strategy and
select systems to support the strategy, negotiate the software and consulting contracts
and manage the implementations
Implemented Oracle ERP across 13 locations in a phased implementation. Project was on
time and on budget (approximately a $9 million budget).
Implemented an outsourcing model for data center operations
Implemented the Oracle development and support center
As corporate controller led a staff of 35 professional and administrative staff located
in 12 manufacturing sites to deliver all external & internal reporting, public SEC & tax
filings, preparation of quarterly press releases, budget preparation and monthly financial
forecasting and financial reporting
Managed the monthly operating results of all operating units to achieve the plan
resulting in the business meeting street expectations and a 75% increase in the business
valuation
Executed on the sale of MedSource (a $270 million transaction)
Grant Thornton, LLPJanuary 1997 to November 2000
$1.5 billion accounting and management consulting firm
Positions: Consulting Senior Manager & Consulting Manager
Marketed and sold all of Grant Thornton s consulting services including, Info Tech and
Supply Chain Strategy, System Selection and ERP systems implementation including SAP,
Oracle, Baan, JDE and other mid market systems and supply chain mgmt software resulting
in:
1999 finished as a top revenue producer in Minneapolis with $2 million in new business
Managed multiple supply chain strategy, business process reengineering, software
selection and implementation (ERP or other specialized software) projects. Examples
include:
Digi International - $10 million ERP & CRM implementation with a project team of 50
business analysts, technical resources and key users. The scope included multiple domestic
and international sites
Intek Plastics $3 million selection and implementation of the IFS ERP system
Led multiple strategy, selection and optimization projects for clients from $30 million
to $2 billion in sales
Crown-Simplimatic Engineering CompanyJuly 1989 to January 1997
$250 million division of Crown, Cork and Seal, a manufacturer of material handling
automation equipment
Positions: Operations Manager, Controller & Materials Manager
Managed the business through a 300% sales growth and improved profits from a net
operating loss to 10+%
Evaluated and transitioned 3 acquired businesses into Simplimatic
Implemented lean manufacturing practices in the following areas:
Implemented a production planning system resulting in labor cost reductions of 50% and a
250% increase in overall productivity and a reduction in throughput from 10 to 6 weeks
Negotiated and implemented vendor owned inventory, kanban methods and single sourcing
contracts resulting in improved inventory turns from 2 to 12 turns per year, a 4.5%
reduction in material costs and reduced raw material lead times from 4-6 weeks to 1-3 days
Led project team to implement two MRP systems (MAPICS and Jobscope), developed and
implemented a project management system
Led the organization through the implementation of ISO 9001
Price Waterhouse Manufacturing ConsultantOct 1988 - July 1989
ADC Telecommunications Total Quality Project Lead, Internal AuditorJuly 1986 to Sept
1988
Arthur Andersen and CompanyIn-charge AuditorSept 1984 to July 1986
Education & Certification:
BS - Business and Accounting Mankato State University Graduated August 1984
Certified Public Accountant (license is currently inactive)
Outside Interest and Activities
Hiking, biking, golf, boating, skiing, kids sports, football, hiking, woodworking and
church activities
Phil Beck Resume Page of
Contact this candidate