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.

Confidential, 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 aka 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.

Confidential, LLC Senior Manager2000-2001
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.

Confidential, 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 Compaq). 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.

Confidential, 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.

Confidential, 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.

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
Confidential, - 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.

Confidential, Director of Administration 1980-1985
Chicago, IL Confidential, - 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 -Confidential, 1967-1980
Chicago, IL and Sr. Business Development Mgr. - Confidential,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
BA Chemistry/Psychology