David Hess Email & Phone Number

Greater Philadelphia Area

Innovative Financial, People, and Operations Leader who will facilitate the CEO's ability to focus externally promoting and realizing their vision.

Greater Philadelphia Area

Greater Philadelphia Area

Greater Philadelphia Area

Greater Philadelphia Area

Developed company business plans and financial models resulting in early stage investment of this start-up medical software company. Responsible for development of the product implementation and customer pilot roll-out plans for its proprietary Remote Patient Monitoring and Disease Management System.

• Responsible for all phases of production for in-house and outsourced imaging operations and addition to legal, human resources, and company planning activities for a privately-held document imaging and software.
• Re-engineered the production process to enable a 40% decrease in headcount to produce the same quantity output. Decreased the cost per unit by 44% by process change, automation, and reduced vendor pricing. Reduced.
• Improved cash flow by increasing customer deposits, instituting progress payments, and reducing final payment terms for service projects. Extended vendor terms on a few key suppliers.
• Implemented manifesting program for better tracking of customer files and elimination of data reconciliation issues related to data integrity of the source information. Completed the implementation of a production time.

• Responsible for financial, banking, legal, and human resource activities for a Privately-Held Insert Printing Company.
• Developed business case and implemented a 3 day/4 day work week schedule. This schedule change reduced turnover in key positions by 75%. Additionally, the change netted over 3% in annual savings, after salary increases.
• Negotiated energy agreements with a new energy provider to purchase natural gas initially in the rising commodity market, and later electric, as the markets began to decline. Four year savings exceeded 35%.
• Negotiated and restructured vendor agreements including insurance, sub-contracted services, and other G&A costs for savings that exceeded 0.5 margin points.

• Responsible for operations, financial, banking, legal, and human resource activities for a company that grew from 9 employees to 75 employees, concurrently placing number 336 in the 2004 Inc Magazine 500 and becoming a.
• Driving force for in-house operational start-ups including site selection and lease negotiations, site fit-out, vendor set-up and development, and MRP system selection and implementation, and operational staffing. The.
• Re-engineered production process to reduced average delivery cycle days to customer from 70 to 35 days. Revised production forecasts to facilitate sales in off-peak season and for rush orders.
• Developed and presented company business plans and other materials used to raise capital. Participated in three separate investment rounds, Angel Investor, Company secured Line of Credit and Strategic Investment from.
• Developed and presented the Company financial and operating results at the quarterly Board of Directors meetings. Worked with shareholders and attorneys during both pre- and post- investment phases.

• Responsible for identification, development, and achievement of key company-wide product launch milestones. Developed and implemented corrective action plans. After company re-organization, responsibilities expanded to.
• Developed project plans, schedule milestones, and financial targets for network construction in four markets. Worked with Engineering to define accountabilities, to develop processes and staffing requirements, and to.
• Completed pending negotiations and reopened existing agreements with key vendors to achieve committed financial targets. These negotiations yielded Net Contract Value savings in excess of $15 million.
• Selected as part of company closeout team. Exceeded liquation and closeout financial target by $2 million. Responsible for sale of construction assets and closeout of service contracts

• Responsible for program management for over 10,000 miles of cable system network upgrades from start-up to completion. Network upgrades included the management of design, construction, test, and certification. These.
• Responsible for recruitment, development, and motivation of entire field staff including local project managers to support the projects in five upgrade area.
• Re-negotiated customer's contract in least profitable project to generate the highest margins. Implemented cash management changes significantly reducing working capital requirements. Exceeded plan revenue target by.
• Managed field customer relationships (at multiple levels) for company’s largest customer. Facilitated quicker problem resolution and more favorable payment of invoices. Assisted in sales of additional equipment and.

• Development of Finance and MIS departments for electronics manufacturing factory that grew from $300M to $450M in revenue. Planned, monitored, controlled, and reported on operating budget that exceeded $300 million and.
• Recruited, developed, and motivated Finance and MIS Staff, including all Finance direct reports, totaling 11 out of 19 persons in both organizations. Streamlined financial and accounting processes, and implemented 8.
• Led factory-wide departmental annual cost reduction program that reduced factory costs by $7 million and $4 million in 1995 and 1996, respectively.
• Managed project budget of constructing a new $18 million facility, while directing the financial activities of the currently operating factory.

• Responsible for providing Senior Vice President of Operations with monthly financial performance, annual planning and operations reviews. Managed manufacturing capital budget of over $50 million as factory capacity.
• Managed team to develop a manufacturing strategy for the Division’s manufacturing operations. Presented results and recommendations to Chairman and CEO. The implemented recommendations yielded $10 million in annual.
• Evaluated potential partners for Joint Ventures in India and Brazil. Met with Partner Company’s management to determine the set-up of organization, assignment of duties and key milestones.

Mba, Finance & Operations

Bs, Industrial Administration