Sales Supply Chain

Todd Upchurch

**** ******** **** *** ********.**@*****.***

Round Rock, TX 78665 512-***-**** (C)

Finance / Operations Executive

Broad experience across disciplines working in both small local and large

global organizations. Have implemented operational strategies to increase

capacity, improve revenues, margins, and minimized costs. Led highly

productive teams. Demonstrated change agent who is practical and realistic

with the ability to take a fresh approach to complex business problems and

develop well-thought-out solutions.

~ Core professional competencies ~

Strategic, Operational, and Financial Business Process Reengineering

Planning

Financial Reporting and Performance Business Case Analysis

Management Financial Controls

Pricing and Profit Improvement

REPRESENTATIVE ACHIEVEMENTS:

Through pricing discipline and mix shift have increased margins 200 bps Y/Y

in $0.5B annual business.

Managed team through transition from sales operations team to PMI

organization.

Provided positive OpInc in 1st year of product launch for $100M brand.

Career Synopsis & Key Achievements

DELL INC. 2000 - PRESENT

Sales Finance Controller, Infrastructure and Software Solutions - NA Public

Enterprise Nov 2010 - Present

Drove standardization and developed metrics to ensure consistent

communication to global stakeholders.

. Increased gross margins 110 bps Y/Y though mix shift initiatives as well

as strategic exits with undesirable products. Decreased opex 70 bps of

revenue through transitions to lower cost options.

. Supported 3x business's through consistent and standardized packages as

predecessor. Leverage business metrics to focus discussion on business

drivers versus seemingly uncorrelated P&L's drivers.

Cost Program Manager, Segmented Supply Chain - Global Operations Oct

2009 - Oct 2010

Provided financial support to Global Operations teams driving supply chain

strategy and ensuring flawless execution between global operations and the

Global Public Business Unit.

. Deployed sales pricing tool across organization enabling quick decision

making for sales opportunities to take advantage of supply chain options.

. Communicated across operations, sales and finance divisions to ensure

cost drivers and supply chain options are relevant and specific for both

internal and external customers.

Senior Finance Consultant - World Wide Procurement Aug 2008 - Sept

2009

Streamlined communication of Global Commodity cost guidance including

future risks and opportunities.

. Communicated standard view of costs, current and forecasted, to

facilitate discussion on risks/opportunities globally.

. Standardized messaging across sales, marketing and finance organizations

and developed predictable information based on audience and appropriate

sensitivity of information.

Program Management Office Manager -Public Business Unit Apr 2006 - July

2008

Transitioned operational sales support team ( 12 direct PM's) to PMO

organization enabling better communication, a more defined mission and

consistent expectation settings for both internal and external customers.

. Increased team project load 30% through efficiencies and deployment

predictability while recovering cost of the organization through PM

project revenue sales.

. Led Likelihood-to-Repurchase (LTR) efforts across SLG retaining 90% of

customers through elimination of internal system limitations and/or

modifying purchasing behavior with customer.

Assistant Sales Controller - State & Local Government (SLG) Feb 2005 -

Apr 2006

Improved gross margins and reduced risk through pricing, contract reviews,

forecasting, and ad-hoc analysis to drive business commitments for $1.3B

annual business.

. Increased Gross Margins 110 basis points on mid-teen business through

precision pricing between large contracts and run-rate business while

achieving top-line growth targets.

. Scaled OPEX to business growth by 5% through detailed forecast and

regional targeting; including: travel & entertainment, headcount and

commissions which comprise 80% of overall local OPEX.

. Managed quarterly revenue recognition close process through coordination

with business partners insuring adherence to SAB 101 compliance.

Finance Rotation Program 2002-2005

Participated in development program consisting of three one-year

assignments.

Controller - Software & Peripherals - Public Sales, Feb 2004 - Jan 2005

Managed financial planning & analysis for overlay organization including

revenue, margin, and OPEX ensuring alignment with core segment leadership.

. Improved sales productivity/ opportunity metrics to align resources to

more profitable opportunities.

. Aligned compensation with business objectives to grow 23% YOY while

increasing margin 200 basis points.

Platform Manager - Enterprise Systems, Product Development, Feb 2003 - Jan

2004

Executed deployment of three low-end (<$1000) enterprise platforms with 5%

cost reduction from predecessor product including stop-gap economics and

business executive updates.

. Developed platform dashboard highlighting key financial and risk metrics

of enterprise products at strategic stages of PRP process. Led to clear

and concise understanding of risk points and probable profitability of

product line.

Vertical Consultant - Kindergarten through 12th Grade (K12), Sales, Feb

2002 - Jan 2003

Coordinated intra-cycle outlook process, sales compensation activities, and

pricing for larger opportunities within segment including largest managed

services engagement.

. Developed run-rate analysis to provide more accurate weekly and quarterly

forecasting guidance at the regional sales territory level further

enabling sales to focus on large opportunities to drive top-line revenue.

Compensation Consultant - Small & Medium Business, Sales Dec 2000 -Feb 2002

Coordinated compensation plan and quota setting for $1.8B relationship

business with over 400 sales makers covering over 8,000 small and medium

businesses.

. Developed forecasting tool to manage $5M quarterly budget for commissions

and other variable pay compensation; designed tool to track sales maker

performance throughout the quarter to assess potential areas of exposure

to the financial plan minimizing EOQ variance to less than +/- 5% to

outlook.

. Improved methodology to assign sales maker and account level quarterly

targets based upon business potential and strategic goals by line of

business; assign targets day 1 of quarter versus previous 2-week lag.

PROCTOR & GAMBLE May 1999 - Dec 2000

Senior Financial Analyst, Surface Care (Swiffer, Mr. Clean, and Comet

Brands) May 1999 - Dec 2000

Managed financial brand strategy, translating technology and marketing

concepts into financially viable business propositions including promotion

activities, pricing, competitive analysis, and portfolio analysis.

. Delivered new $100M Brand launch to managed brand ensuring OpInc

accretive in 1st year.

. Analyzed business case and price/sizing targets for club channel for new

initiative resulting in incremental $20MM for the brand and improved

profit margin 15%

. Coordinated business case and internal valuation of two brands leading to

eventual divestiture resulting in $50MM sale to private business.

Intern, Global Financial Analyst, Tissue/Towel (Bounty, Charmin, Puffs

Brands) May - July, 1998

. Assessed market potential and presented business plan to senior

management for South American expansion of current P&G T/T product;

presented analysis, total business plan, and next steps to senior

management.

Previous Experience:

JOHNSON & JOHNSON HCS, D.J. SULLIVAN & ASSOC., 1993 - 1997

. Management Consultant, Materials/Benchmarking, 1995 - 1997

. Data Consultant, 1993 - 1995

Education ~ Community Service

MBA, Finance/Marketing - KELLEY SCHOOL OF BUSINESS, INDIANA UNIVERSITY

.Fellow - Consortium for Graduate Study in Management

BSE, Industrial and Operations Engineering - UNIVERSITY OF MICHIGAN, Ann

Arbor

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