Stephen R. Coco acu2zz@r.postjobfree.com

**** ****** ***, ******* ***** IL 60515

M# 630-***-****, H# 630-***-****

PROFILE

Experienced and dynamic business, IT and professional services executive with 25+ years of financial, operational and information technology enablement for pharmaceuticals, life sciences, manufacturing, and distribution clients. Managed global, large scale business/technology transformations, mergers/acquisitions, financial improvements and ERP (SAP & Oracle JD Edwards) implementations while with leading professional services organizations. Focused on revenue enhancement, financial business process redesign, cost reduction and continuous business improvement. Financial and operations expertise were used to drive an increase in client’s financial performance and deliver operational efficiencies. Executive leadership that resulted in profitable business engagements. Proven ability to manage full program/ project lifecycle for multiple global clients. Managed and controlled a profitable consulting business unit. Used a collegial approach to mentor staff and develop client personnel. Particular expertise implementing financial applications, including Six Sigma design and Sarbanes-Oxley controls. Additional areas of strength include: Operation and Financial

Management:

Provided leadership to run five manufacturing and distribution operations, increasing inventory throughput and improving customer service levels from 72% to 98%. Directed and coached senior manufacturing, finance and customer service teams to improved performance.

Increased Shareholder

Value / Cash Flow:

Led the financial functional transformation and financial technology strategy. Developed strategies and ran the project to realize the business synergy target that increased North American revenue and profit. Developed longer term business transformation and ERP deployment strategy. Also Led multi-functional business teams across three continents. Strategic Planning and

Leadership:

Managed large, complex enterprise initiatives in a dynamic environment. Organized high- performance, multi-discipline teams ranging from 150-170 professionals from five different continents. Managed programs and budgets of $55MM to $110MM. Led the convergence of all global processes into a single model.

Merger and Acquisition

Execution:

Designed and implemented the financial organization structure for pre and post acquisition. Created business transformation strategy for pre and post ERP deployment on a global basis. Managed the implementation of the global business solutions driving the respective benefits. Global Business and

Process Orientation:

Managed a large, global business and technology transformation project that encompassed executives from five different continents. Streamlined business offerings, reduced revenue leakages and standardized global business operations across 84 sub-process areas. Led the design for corporate structure, financial operations, customer service, order entry, pricing, and order fulfillment.

PROFESSIONAL EXPERIENCE

SPEARMC CONSULTING, Chicago, IL (Business and Technology Consulting Services) Aug 2011 – Present Principal/Owner – Business Development, Executive Leader, Strategy Development

Lead a $54MM program that drove revenue recognition for a $7B publically traded Pharmaceutical/Life Sciences Company. Realization of significant revenue benefit. Scope included technologies for business operations from Sales to Revenue bookings, New BI platform, Data cleansing and a Sales Performance Management System. All successfully implemented. Lead a team of 137 resources globally. SAP and Model N as the solutions.

Led the job impact assessment for a multi-billion dollar company. Efforts led to gap closure and job definition across most functional processes. (Oracle JD Edwards)

Leader of a strategy thru global implementation (ERP JD Ewards) for a well-known Consumer business company. Redesigned the trade promotion strategy and controls, executed a selection of an ERP solution, and delivered an overall business transformation with realized benefits. Solution implemented on a Cloud Structure.

Lead multiple business process strategy changes around the procurement and payables areas. (Oracle)

Directed activities on mergers and divestitures for an energy company for IT strategy and respective business process alignment. (Oracle)

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AMS CONSULTING LLC, Chicago, IL (Consulting Services Partnered with SpearMC Consulting) July 2011 – Present Principal/Owner – Business Development, Executive Leader, Strategy Development, Partnership with SpearMC

Leading a company startup in the energy industry for oil and gas. Business plan development, identify financing options and create company day one and beyond business structure.

Advisor for a distribution company on finance control, inventory accuracy and systems optimizations across all business process. (JD Edwards)

Business improvement leader for a $3B US based Distribution Company. Led the senior executive team in the development of the transformation strategy that included multiple cost savings in excess of $120MM and the implementation of single global ERP system (SAP) across of business functions. SLALOM CONSULTING, Chicago, IL April 2009 – Aug 2011 Partner – Client Service – Senior Program and Project Leadership, Business Development, Executive Leader, Strategy Development, Operational Improvement

Delivered large business transformation implementing SAP (ERP) as the solution

Client Development and delivery. Leading projects and guiding executives during strategy and business/technology transformations

Leader of the Consumer Business Industry. Development of thought ware, best practices and impact from industry trends.

Developed and sold a $4MM book of business, total office revenue $25MM ARVAL ENERGY, Chicago, IL April 2007 – May 2009

CIO& Investor – Built Business – Senior Executive Leader, Operational Control and Investor Relations

Helped create a startup energy company, Acquisition of Oil and Gas Properties, Setup of Joint Owner Structure IBM GLOBAL SERVICES, Chicago, IL 2006 – 2007

Associate Partner – Large Global Client Owner, Global ERP Implementation, Risk Management Leader of an innovation service area within the Supply Chain/Manufacturing Sector, which included an SAP solution for Warranty and Distribution. Lead Partner for two global automotive clients and responsible for business sales development.

Drove strategy thru implementation for a large wholesale distributor. Solution SAP ERP.

Selected to the Delivery Excellence Committee that controlled project margins and worked to increase customer profitability, which improved to record margin levels.

Developed executive analysis and determined short term and long term business transformation strategies for a Fortune 100 manufacturing/distribution company. Facilitated global cross-functional teams in the implementation of supply chain improvements. Managed business case development, total cost analysis and cross-functional teams.

o Particular focus on analyzing and redesigning financial business processes and controls

Executive Leader for the Warranty business solution. Led consulting services sales with P/L responsibility. Hired and mentored consulting resources.

o Sold and ran a $35MM solution implementation project.

Led the creation of a two year strategy to get an aerospace/defense manufacturer’s assembly line to a 24/7 shop. DELOITTE CONSULTING, Chicago, IL 1996 – 2006

Senior Manager - Practice Leadership, Global ERP Implementation, Process Orientation and Change Leader in the US Distribution consulting segment that included business planning, sales, marketing, solutions development, P&L management and project delivery.

Led large ERP (SAP and Oracle JD Edwards) transformations

Developed the Sarbanes-Oxley methodology and lead large scale financial controls projects.

Helped develop the Global, Regional and Chicago ERP (SAP) service practices. Led the creation of the practice’s methodology and implementation tools, which are used world wide.

Executed a business consolidation for a Fortune 50 food company while running and improving operations. Functional areas managed included finance/accounting, manufacturing, distribution, order management, fulfillment, customer service and procurement. Efforts assimilated all business processes into the parent company structure. Improved inventory turns and customer service levels. (JD Edwards)

Leader for the acquisition readiness of a global Fortune 100 consumer business. Responsibilities included management and governance of all related programs, portfolios and projects. Integrated business and IT initiatives with budgets ranging from $12MM to $31MM. Developed business strategies for synergy capture and business Stephen R. Coco Page

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process re-alignment identifying savings in excess of $80MM. Managed and monitored the Change Leadership and Risk Management teams. Facilitated the global process redesign sessions to reach company-wide agreement on processes. (JD Edwards)

Led executives to consensus in the planning and strategy design of the new company direction for a Fortune 100 computer manufacturer. Developed the implementation road map for the company across five continents. Drove the development of the total cost of ownership model and benefits realization. Managed over 160 resources.

Managed and implemented new business strategies, process re-engineering activities, and technology/ERP solutions for the largest US dairy company. Led the overall project and process re-design saving $15MM in operations. (JD Edwards)

Conducted a business strategy design for a Fortune 50 food company identifying target KPI measures. This resulted in consolidated business intelligence and a refined look into customer, product and company profitability.

Led a project for a large metals company focused on process re-design, and configuration of the financials, sales, and procurement areas, which created a strong baseline for consolidation and new acquisitions.

Project leader for the design of the distribution and financial suites and development of interfaces and also included the development of a global business process model, a rollout to five sites in the United States and Canada.

Global Program Management for Business Re-engineering, IT and ERP Strategy: Program management and business direction supporting IT and ERP systems. Responsibility includes management of IT and Business resources for development of regional ERP plan, finances, resources and strategies. Developed business integration and implementation options. Facilitated and aligned key executive management within each region, corporate and executive governing bodies. (JD Edwards)

Drove the design of the distribution and financial areas, including the development of a global business process model for a Fortune 100 food distributor. Supervised the solution rollout to five sites in the United States and Canada decreasing overall operating costs 15%.

Standardized business process models and created the global rollout strategy for a large RV manufacturer. Managed 60-80 resources. Identified target improvements and designed the financial, sales, distribution, and manufacturing areas. (JD Edwards)

MULTIPLE, Chicago, IL 1990 – 1996

Manager

One of the key professionals that implemented a consulting practice focused in the manufacturing and distribution industries providing enterprise applications (ERP) and technology solutions.

Responsibilities included hiring of personnel, practice management, project sales, project delivery, revenue management and profitability reporting.

Project leader for multiple financial ERP transformations Senior Consultant

Responsible for providing enterprise application solutions (SAP) and CFO services.

Helped lead the World Class Finance practice (CFO Services). Led and coordinated reports for major manufacturing concerns as well as major retailing and distribution companies. Senior Business Analyst

Led multiple operational transformations during the acquisition of business units to corporate standards.

Optimized daily operations and financial objectives by company consolidations.

Consolidated national A/R which saved $9MM.

Implemented operational change, accounting standards and financial controls for acquired companies. EDUCATION

NORTHERN ILLINOIS UNIVERSITY – DeKalb, IL

BS - Finance, Accounting emphasis, 1991

ADDITIONAL TRAINING, EDUCATION, CERTIFICATIONS, ETC. Member of: APICS, CPIM, PMP (Deloitte), Six Sigma Green Belt, Lean Six Sigma Business Focus: Revenue Enhancement, Operations Improvement with Cost Reduction, Inventory Optimization, Price Strategy, Trade Promotion Management.

Software: SAP (certified FI/CO), Oracle (Oracle, JD Edwards), Infor, Deltek, Microsoft Office, Model N, Microsoft Dynamics, Synegy

Languages: Spanish, Italian

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