Kenneth L. Filpi

Senior Executive Leader Fortune 500

Chief Financial Officer Senior Account Management Operations Management Alpharetta, GA 30004 919-***-**** ac7tiw@r.postjobfree.com linkedin.com/in/kenfilpi/ Forward-thinking and driven executive who actions broad business acumen spanning finance, operations, and account management to deliver profit improvement and revenue growth that aligns to all cross-functional objectives. Demonstrated success leading global strategies and initiatives to streamline processes and deliver profitable growth and improved cash flow. Relied upon business partner who provides expert vision and counsel through both periods of accelerated growth and downturn. Diverse background includes experience in electronics, telecommunications, consumer products, retail, and OEM industries. AREAS OF EXPERTISE

Strategic Planning Change Management Business Development Continuous Improvement Crisis & Turnaround Management Operational & Financial Risk Management P&L/Budget/Cost Management Business Transformation Six Sigma/ISO/Lean PROFESSIONAL EXPERIENCE

Flex LTD. San Jose, CA 2013 2018

Sr. Director of Global Account Management (Atlanta, GA) Recruited to the team to provide forensic financial analysis of accounts and implement actions to drive multi-functional solutions to manage and grow profitable revenue for small start-up accounts through key corporate billion-dollar partnerships. Provided merger review of for non-organic opportunity growth. Experiences included Consumer, Mobility and Connected Intelligence spaces. Key Achievements:

Designed and implemented innovative new business model for Connected Home business line to reach untapped markets, negotiating critical contracts with key operators Cox, Comcast, and Telstra. Efforts doubled 10% target operating profit in initial launch year, exceeding target revenues for each customer.

Transformed underperforming $1B Fortune 50 customer account by driving comprehensive cost reduction strategy focused on revised pricing and slashed labor costs. Delivered 25% reduction in headcount resulting in +$5M annual cost and improved profit from break-even to 3%.

Executed $5B merger and acquisition for key global customer with multiple international site presence. Designed and negotiated pricing model for 3500 model SKUs and 30K accessory SKUS for launch to exceed target profit margins by 60%. Blackberry Ltd. (BB) Waterloo, Ontario 2011 2012 Director of Global Business Management (Raleigh, NC) Senior Operations Executive managing effective partnerships with global EMS and internal BB organizations driving best-in-class execution with a heavy focus on operational excellence. Key Achievements:

Optimized $4.8B of $7.9B global spending with multiple manufacturing partners and achieved 10% annual cost reduction on products by facilitating aggressive, cost-conscious contract negotiations.

Played a leading role in new product introduction process, negotiating quarterly pricing and conducting non-conformance cost evaluation and management of global inventory positions. Efforts resulted in $10M savings in manufacturer costs through a comprehensive fixed cost analysis.

Drove predictable costs for reliable future-forward planning by establishing performance and accountability metrics.

Enhanced negotiation abilities by building partner/ BB open book P&L Template and quarterly accountability KPIs.

Implemented structured process identifying quarterly costs aligned with corporate budgets & cash flows. Kenneth L. Filpi 919-***-**** Page 2 of 2

Torchlite Consulting Wake Forest, NC 2009 2011 Partner

Provided expert consultations on the development and execution of sound business and financial strategies to a variety of organizations in multiple business sectors.

Key Achievements:

Crafted successful growth strategies, and restructuring/change management processes for all operational realms, including supply chain efficiency, emerging market analysis, IT capital investment, and cloud computing analysis.

Provided on-point analysis of capital expenditures/returns at varying investment tranches from $5M to $20M capital projects. Revlon, Inc. New York, NY 2004 2009

Vice President of Finance & Controller, World Wide Manufacturing (Oxford, NC) (2007 2009) Provided P&L and cash management leadership, analyzed business performance, and provided direction to both short- and long-term business objectives. Oversaw a staff of +100 accounting and finance professionals, adeptly managing $380M cost of goods, $30M capital, and $165M in inventory.

Key Achievements:

Drove improved global performance by implementing global operations reporting package with multiple drill-down capabilities. Initiative delivered 11% inventory reduction, slashed capital spending 25%, and generated $50M cost of goods improvement.

Streamlined critical financial processes, driving accuracy through system generated entries and minimizing manual activities. Resulted in an improved SEC reporting cycle time by 2 days and optimized variance identification. Vice President Operations, Finance & Controller (2004 2006) Key Achievements:

Conceptualized and launched change management roadmap to drive cost initiatives focused on optimizing inventory and CAPEX. Program realized $12M in overhead savings for key cross-functional partner, identified and provided path to achieve $6.1M scrap savings, and generated $3.9M in labor savings.

Successfully implemented Sarbanes – Oxley controls in 6 months and improved process efficiency by 25%. J.M Huber Huber Engineered Material Edison, NJ 2003 Consultant Financial Process Re-Engineering

Implemented critical process changes to the financial consolidation and accounting close for a worldwide leader in science and chemistry with annual global revenues exceeding $550M. Key Achievements:

Reduced close cycle time 20% by implementing Six Sigma processes to identify and solve process errors. ROLES PRIOR TO 2002

Business Unit CFO Energy Systems Group Motorola Inc. Schaumburg, IL Chief Financial Leader of $800M revenue global energy and electronics group. Implemented successful financial model allowing for 30% revenue growth. Delivered improvement in key financial measurements. Improved profitability 3%, driving efficiency and production to low-cost manufacturing centers. Augmented cash flow 100% and return on net assets 25% by focusing on inventory improvement.

Group Manufacturing Controller Energy Systems Group Motorola Inc. Schaumburg, IL Provided financial leadership to 5 global manufacturing sites with annual revenue of $500M and annual profit of $25M. Reduced group’s break-even point by 20% year-to-year, managing variable and fixed cost. Optimized facility utilization 20%, improved cash flow

$10M, and reduced manufacturing cost $6M by launching strategic manufacturing analysis to provide sourcing strategy change. Obtained 10-year tax holiday benefit in Malaysia to save the company 24% on profit generated through Malaysian subsidiary. Additional Financial and Accounting Roles at Motorola Available Upon Request EDUCATION & TRAINING

B.S., Business Administration/Finance University of South Carolina Coastal Kenneth L. Filpi 919-***-**** Page 2 of 2

Certification Six Sigma Green Belt (SSGBC) Executive Management Training Program Motorola

Contact this candidate