Customer Service Supply Chain

Summary

Experienced in management/financial consulting, real estate development,

and corporate industry operations. Implemented significant infrastructure

and process change to meet business challenges - cash flow improvement,

operations management, construction management, business development,

start-ups, turnarounds and strategic restructuring.

Work History

Cognum LLC Managing Member 1998-current

Hillsdale, NJ

Refocused on real estate investment and development in 2001. Build new

multi-million dollar residential homes in northern Bergen County under

dba Front Gate Builders & Developers. Responsible for all business

operations from land acquisition through post sale service.

. Established banking relationships resulting in multi-million dollar

mortgage/construction loans - created business plans, established

and updated budget forecasts, managed cash flow and loan advances,

conducted periodic reviews with banks to assure compliance with

loan requirements - LTV appraisals, reserves, title updates and

lien wavers, budget variances, marketing efforts, timely closings

and loan repayments.

. Conducted market research, acquired select properties in upscale

markets, established design criteria for marketability.

. Managed all aspects of building process - design, legal, regulatory

permits/variances, engineering, selection and daily oversight of

subcontractors and materials, compliance with jurisdictional

authorities and codes.

. Developed marketing program utilizing local, regional and national

media and MLS materials to reach target buyers.

Cap Gemini Ernst & Young, LLC Senior Manager 2000-2001

New York, NY Consulting Practice

Collaboratively developed and managed business in chemicals sector.

Focus was on net value chain strategy and business transformation.

. For $2 billion segment of global chemical corporation (DuPont), led

engagement team that reduced controllable manufacturing operating

expenses by 20%. Scope included supply chain design, manufacturing

organization redesign, product portfolio and asset optimization,

and leveraged services rationalization. Initial client reluctance

to use outside help was overcome by introduction of triad project

team concept that leveraged DuPont Six Sigma capability.

Excel Consulting, Inc. Practice Director 1994-2000

Tarrytown, NY (NYC metro) and Co-managing Director 1999-

2000

Excel formed in 1994 as a spin-off of REL (below) focused on improved

cash flow and asset management, process reengineering, supply chain

initiatives, and customer service. Developed business and managed

accounts/projects.

. Introduced balanced scorecard metrics and shared services for $1.5

billion global chemical company (International Specialty Products).

Reduced inventory 24%. Savings in excess of $30 million.

. Installed ERP in division of international chemical company (Witco,

now Crompton) in less than six months. Improved customer service

(+10%), inventory accuracy (+50%), and reduced inventory (-20%).

. For major business unit of telecommunications equipment

manufacturer (Lucent Technologies), identified root causes for

customer payment disputes and sources of service dissatisfaction.

Implemented program for correction and prevention; thus, opened

door to implementation of strategic customer alliance. Net benefit

exceeded $100 million in cash flow.

. Initially improved cash flow by over $170 million (as of 5/99 CFO

credits $1billion in cash to program) for a global advanced

technology and manufacturing conglomerate (Allied Signal, now

Honeywell). Worldwide projects focused on reengineering, change

management, and TQ/Customer Excellence training in areas of revenue

chain and supply chain management.

. Identified best practices in global receivable management for multi-

billion dollar computer manufacturer (Digital Equipment, now HP).

Results: cash regeneration of $480 million (DSO from 77 to 65

days).

. For a consortium of domestic and international electric power

utilities, developed a unique Procurement & Materials Management

benchmarking program that provided metrics that correlated cost

drivers and performance effectiveness.

. Developed B2B implementation capability via strategic alliance with

e-Commerce software partner.

Resource Evaluation, Ltd. (REL) Senior Vice President & Practice Director

1992-1994

London, UK Harrison, NY (NYC metro)

International consulting firm specializing in working capital management,

business process reengineering, supply chain management, and

administrative quality. Joined the U.S. operations to strengthen the

supply chain management part of the practice. Appointed Senior Vice

President in December 1992.

. Effectively doubled 1993 REL supply chain business over 1992 (which

was 30% over 1991).

. Implemented supply chain organization and system in a $6 billion

chemicals company (American Cyanamid). Reduced inventory and cycle

time from 110 to 75 days while improving customer service from 72%

to 86%.

. In a repetitive manufacturing operation of a $2 billion company

(Brown-Forman), reengineered manufacturing process to reduce

production cycle time from 18 days to 5 days for quick customer

response. Reduced manufacturing costs by 18%.

. For a German manufacturer of capital equipment, instituted policy,

organization, and system changes to reduce inventory investment by

65% while retaining 97% customer service level.

Associated Freezers Inc. Vice President & General Manager 1990-1991

Dallas, TX Operations - Houston, TX

Asked to join this privately held cold storage warehousing company to

start-up new operating divisions. The business involved import/export,

USDA inspection process, US Customs bonded operation, and distribution of

food and medical products.

. Started up new Houston operating division.

- Hired and trained all personnel and project managed construction

of new plant facilities.

- Developed new business accounts from zero base to level of

operational profitability within three months of opening

facility.

Sara Lee Corporation Director Materials Management 1985-1990

Chicago, IL Coach Leatherware Co., Inc. - New York, NY 1987-1990

Responsible for directing Manufacturing Planning and Control, Purchasing,

Engineering, Warehousing and Quality Assurance for this international

accessory manufacturer, retailer and direct marketer. Suborganization

staff of 60.

. Increased manufacturing capacity 200% in 3 years to support sales

growth exceeding 50% annually.

- Implemented JIT cellular manufacturing and increased

manufacturing productivity 30%.

- Managed construction projects (new manufacturing plants in NJ

and Fla; corp. HQ renovation NYC; retail stores nationally)

- Saved 15% of purchase costs through new global purchasing

strategy and alliances.

- Installed MRPII, SQC, QA and shop floor control systems.

Established operating metrics. Improved inventory turnover by

25%.

. Conducted strategic supply chain study to determine whether future

manufacturing locations should be offshore.

Director Logistics, Information Technology and R&D

Popsicle Inc. - Englewood, NJ 1985-1987

Part of new senior management team to restructure sales and distribution

of this manufacturer of frozen ice cream novelties for possible

divestiture. Business was converted from licensor of trademarks and

supplier of ingredients to a consumer packaged goods self-marketer,

manufacturer and distributor. This increased sales by 53% and recaptured

the #1 market position (34% share); this enabled Sara Lee Corporation to

sell Popsicle in 1987 at 10 times book value.

. Implemented repositioning of distribution channels to full service

direct store door delivery (FSDSD) contributing to 50% sales

increase.

. Collaborated with Marketing to develop and launch first sugar free

ice cream novelties to be sold nationally.

Northwest Industries Inc. Director of Administration 1980-1985

Chicago, IL Velsicol Chemical Corp. - Chicago, IL

Invited by the new CEO to help turnaround the $400 million chemicals

group of Northwest Industries. Responsible for directing worldwide

financial and marketing administration, strategic business development

and logistics. In 1985, Farley Industries purchased Northwest Industries

in a LBO and sold the agricultural chemicals group to Sandoz.

. Increased net income from a loss of $30 million to a profit of $25

million within two years.

- Negotiated acquisition of new products for rice and soybean crop

markets with $100 million potential.

- Formulated triangular trade strategy that doubled European sales

and earnings from 1982 to 1984 (improved income over $3

million). Managed foreign currency exposure for average net

profit of $250,000 per year.

Quaker Oats Company Operations Manager - Frozen Foods Division 1967-

1980

Chicago, IL and Sr. Business Development Mgr. - US Foods Group 1978-

1980

Joined Quaker as a Manufacturing Trainee out of business school. Was

part of founding management team for Quaker's new frozen foods business

in 1972. Various promotions within operating line management led to head

of Frozen Division manufacturing operations and U.S. Foods Group

acquisitions.

. Initiated strategy into healthy foods and drinks resulting in

acquisition of Gatorade, now Quaker's largest selling and most

profitable product.

. Project managed consolidation of multi-plant operations into newly

constructed state-of-art facility in Tennessee.

Education

MBA (Finance/Operations Research) Tulane University, New Orleans, LA

BA (Chemistry/Psychology) Duke University, Durham, NC

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