Founder and Managing PartnerLeveraging my extensive global network and my unique knowledge in the Supply Chain Logistics , I entered into an arrangement to resell DHL Worldwide express products. The company has quickly added many other logistics services and grown into an entity that now offers its customers full 3PL services and complete set of logistics solutions global and domestic alike. This allows it’s customers a unique opportunity to optimize its solutions and maximize the overall value in cost savings, time efficiency, trade compliance, leading its customers to an unparalleled competitive advantage.The company has rapidly grown to attract companies from mid-size to Fortune 500 multinational corporations across the globe, while appealing to the Service providers from all corners of the world offering services that complete the tool box of the services as offered to manufactures, distributors, importers, legal and financial service providers and etailers.

Director of Global Financial SystemsAs part of the Global Business Transformation team, corroborated with the senior business management at the regional level as well as directly engaged with the country level management to ensure that the transformation resolved the identified challenges and delivered the intended values. The key highlights of the initiative that involved over $10.0B in revenue three (3) regions and eighty five (85) entities and multitude of different legacy systems are as follows:• Led the efforts to develop and harmonize a global chart of accounts to meet IFRS segment reporting requirements while localized for the regional and local reporting protocol• Redesigned the Budgeting and Planning process to include bottoms up from the field with the framework of top down planning. This effort was concluded under my direct leadership with the implementation Hyperion Planning.• Also led the initiative to implement BI ( Management and Segment Reporting) and Hyperion Consolidation of 85 entities in total and reduced the close cycle to within five to eight days for public reporting• Led the initiative to upgrade and transform the ERP system from Diagnostics, to Requirement gathering, to Software Selection to design and the implementation of OTC, Disbursements, GL and BI systems for the company.• Demonstrated ability to lead large to small teams and to be able direct and work with professional consulting staff from Deloitte, Microsoft and Oracle to deliver solutions in a very complex multinational environment.

As part of the most senior management team, direct and take full responsibility for professional staff and manage all aspects of accounting, finance, HR, IT and treasury for an emerging global retail corporation, a market leader in Skincare. Recent accomplishments and key responsibilities include:• Serve as a liaison with the board of Directors, senior management, bankers, lawyers, customers, suppliers and auditors.• Prepare and negotiate performance contracts with most of the customers and license arrangements with the distributors on a worldwide basis. • Restored, reorganized and retrained staff to deliver at the best of class level, and provided them with tools to serve the business units with critical and timely information to grow the overall business beyond its natural capacity.• In a profit optimization effort renegotiated PEO services to provide more enriched benefits while maintaining costs to an overall savings of 18% over three years. Also renegotiated, back office services including IT infrastructure, and Communication services leading to over 20% in cost savings.

Directed, as part of the senior management of the Shared Services organization serving 20 individual companies in over 18 different states representing over $7.5B in annual sales:• Responsible for staff of 50 to 85 representing General Ledger, Accounts Payable, Supplier Billing and Receivables and Trade Payables. In an effort to optimize our investment in SAP, initiated and led many of the process improvement initiatives at the enterprise level. • Led, Inventory Costing and Trade payables, representing over $4.2B in inventory and over 330,000 transactions a year; a cross-functional and cross-market team of over 50 members to re-engineer many of the business critical processes and business practices. The results included reduction of past due invoices for strategic business partners by 17 days and the clearing of blocked invoices down from $167MM to within an acceptable level of $30MM

• Appointed to head the Disbursements organization consisting of Employee Payroll, Contractors Payables, Airline Payables, Fuel Accounting and Trade Payables for consolidated DHL and Airborne entity. Managed a total staff of over 100 employees, $4.2B in payments representing over 3.8MM electronic and manual transactions a year. Directed migration of JDE and Oracle financials as used by legacy organizations to one integrated SAP financial system.• Directed outsourcing of legacy Airborne payroll to ADP, representing over 25,000 employees and 57 unions to mobilize the company towards better profitability• Led portfolio of initiatives that would optimize the financial tools while improving EBITA of company in order to integrate the two companies. Also directed development of accounting controls in accordance with Sarbanes-Oxley compliance standards.• Integrated back office function which required delicate collaborative management of two very diverse cultures and business philosophies.

• Led integration of DHL Worldwide Express with Danzas International as it relates to back-office integration of the two companies representing $2.8B in combined annual sales. Responsible for over 16 functional areas represented by 15 team leaders and over 60 core team members. Functional areas expanded to include Organizational Blueprint to Procurement to Shared business services to all other accounting functions.• In addition to managing International Finance functionality, assumed responsibility for developing cross-functional team on permanent basis to develop repeatable integration models, that can be applied to integration of future business acquisitions. Integrating of DHL and Airborne followed some of these models and methodologies.

• Assumed lead role to direct restructuring of company’s overall Planning Process. Included realignment of Strategic Planning Process, evaluation and analysis of Business Operating Units, redesign of the Financial Planning and Analysis process and institution of company wide Performance Measurement Process. Project extended to include full implementation of Hyperion Planning Tool.• Assumed an expanded role to include merger and acquisition activity as it relates to logistics arm of DHL business. As one of the four member team, engaged in equity negotiations, due diligence process, and many other business aspects necessary to successfully complete the acquisition.

• Managed most financial matters concerning three key international products representing, in aggregate, over $210MM in annual revenue. • Involved in key strategy decisions as they relate to day to day operations of these three products. Key responsibility included identifying and establishing relationships with strategic partners abroad as Agents to fill voids wherever necessary. Over a period of nine years, managed 36 such arrangements.• Directed international transactions that ranged from risk management of international debts to rate negotiations to often time currency management for periodic settlements.• Awarded an Expansion in my role to include a mail product which required: Implementation of accounting systems that brought improved accounting scrutiny of product; better negotiation of terms with mail-houses, in Holland, Belgium, Canada and UK, to maximize profits; and currency management of $50MM in foreign currency, to minimize currency risks that were critical to the overall profitability of this already matured product.

• Specifically recruited by DHL as one of the four founders to launch Airfreight product for company in USA.• Organized a team and established a full accounting system, from ground up that introduced unique accounting features tailored to commercial needs of this new product.• Played an instrumental role in development strategy consisting of international network of 32 countries, which was imperative in growing the product, in three years, from $18MM to $120MM in annualized revenue. Product was later adopted as core offering and accounted for mainstream revenue

• Assumed Financial Corporate Controller position within five years with the company. • As the Financial Controller directed a staff of 72 with functions including General Ledger, Treasury, International agents, Inter-company, billing, accounts payable, payroll and financial systems technology. • Managed production of audited financial and statutory reporting of company’s performance with revenues exceeding $200MM on annualized basis.• Among many accomplishments, led a team to select, implement and transition an operationally integrated accounting system New Generation Software (NGS). Seconded to UK for a period of eight months to develop this system to be used globally.• Managed all aspects of acquisition accounting for approximately six companies as acquired by MSAS Cargo International during my tenure with the company. As part of the acquisition team validated liquidity, performed due diligence and viability tests on all finalists for acquisition