Jack Carrig Email & Phone Number

Alpharetta, Georgia

Lead a group of analysts in the creation of an analytics system that will move our consulting group forward as we continue an aggressive growth plan. Train and guide a young group to develop into the future leaders of UPS.

Georgia

Spearheaded group of Financial Managers to conduct financial analysis and make recommendations for million's spend in new product development, product enhancements and system upgrades. Worked cross functionally across departments; coached on e.g. sourcing of information, creating cost benefit analyses, using discount cash flow models and presentation preparation; initiated use of decision analysis process and Monte Carlo tool; ranked and rated presentations/projects for executive leadership. Improved effectiveness of decision-making process; reviewed up to 50 projects semiannually with approximately half going to development and forecasted to produce new revenue. Designed strategic roadmap to enable shelved, unfunded project to rebuild UPS.com to obtain development funding. Evaluated failed attempts to move $40 million project forward; found project lacked agreement/guidance from committee, proper analysis of benefits/ROI and options; employed Decision Analysis Process; led meetings with 8 key decision-makers to understand concerns and expectations; addressed all; benchmarked other companies; built DCF; built several options. Presented plan to spend to $30 million; demonstrated NPV of $165 million; project rated #1 out of 50 projects and is in development. Facilitated teaming with Equifax to share data to optimize efficiencies and increase opportunities for growth. Set up/Led meetings with key players at UPS while counterpart at Equifax did same; identified business gaps and corresponding data to develop solutions; oversaw several initiatives and coordinated others. Shared information improved business and business practices e.g. UPS developed new customer profiling system gaining thousands of new customers, developed system to target geographic and socioeconomic segments to penetrate new markets and identify new products and developed compliance system to identify fraud at on-line pharmaceutical companies.

Georgia

Introduced $ 76 million in annual cost saving programs to improve driver efficiency and effectiveness while increasing customer satisfaction. Wrote procedures and training material and tracked results. • Created nationally rolled out program enabling drivers to release packages without signature in low risk apartment complexes. • Designed program to leaving packages at commercial businesses without waiting for signatures.• Initiated bi-lingual (English/Spanish) delivery information notices to be left on doors in predominantly Hispanic areas.Consolidated 5 technical centers into 1 saving $36 million annually. Noted tremendous amount of overlap in supervisor job functions employing technology to e.g. dispatch drivers, track drivers and resolve customer issues; sold consolidation model to management; tested concept; created new job descriptions, processes and work streams; interviewed/hired internal supervisors and staff; consolidated 35 people into 21 jobs; reassigned remainder. Implemented solution across U.S. at largest facilities.Directed initiative to integrate new technology to track and monitor both vehicles and drivers while convincing union of value. Led team to identify areas for improvement i.e. safety, automotive maintenance cost reduction, driver performance and service; conducted cost benefit analysis demonstrating significant savings; educated teamsters on safety features reducing risk of crash fatalities. Implemented solution creating $60 million annual savings and increase in seat belt use by 35%.

Georgia

Reengineered finance and accounting functions for UPS’s largest operation. Served on senior leadership team to improve operations; analyzed/managed e.g. cost, profit, billing, accounts receivable, collections, capital budgeting and management salary administration activity for 30,000 customers and 8,000 employees; directed 3 managers, 21 supervisors, 166 teamsters and 15 non-union employees; built infrastructure; set goals; created new revenue recovery and accountability programs; introduced new technology; initiated/chaired committees: audit, safety council, business planning, and community affairs. Operations went from bottom 10% to top 10% within 18 months; led company in revenue recovery; revenue grew 15% in 5 years.Turned around low ranking district out of 72 in accounting functions attaining multiple #1 rankings and many top 10 ratings over 36 months as newly hired Controller. Reviewed ranked list of 15 metrics including revenue recovery income, cost per piece, revenue per piece, production, payroll adjustments, billing complaints; met with team; analyzed all functions; formulated plan; assigned SME (subject matter expert) to each; provided extra resources to deficient areas; met weekly to review progress. District achieved 88% effective on National Accounting Audit, highest score ever recorded in district.Instituted contract compliance program for Georgia District to overcome millions of dollars in losses and ensure customers met minimum thresholds for discounts. Examined income statement to identify opportunities to improve profitability; found gap between package volume and revenue collected; brought issue and compliance solution to business development manager; identified sales people with greatest need for improvement; led committee to identify out of compliance accounts weekly with sales and provided strategies to fix. Reduced losses by 50% within 6 months; implemented new tiered pricing.

Georgia

Led team to partner with software company in Silicon Valley to build Document Exchange product enabling secure messaging with attestation and unlimited file transfer. Negotiated deal; acquired permission from e.g. Bank of America, Deutsche Bank and Citibank to beta test; knew partner planning IPO; recommended and facilitated process of UPS acquiring 4 million shares at $1. Stock went to $100, UPS sold and made ~$400 million.

Canada

Transformed financial operations at sole Canadian operation led by Americans to operate under Canadian management. Directed 330 employees with 4 managers and 15 supervisors; identified and trained high potential candidates on UPS culture, organizational skills and accountability; educated on mission; inspired high performance; conducted on job supervision; implemented procedures; replaced underperformers. Trained 5 replacements at Controller level and others to fill jobs as managers, supervisors and specialists enabling company to operate through Canadian management t end of 3 year tenure as Controller.

Canada

Bachelor Of Finance

Education record

The People School, UPS Leadership Academy, UPS/Wharton School International Business Planning, UPS/Michigan State University Business.