CFO for PE owned $500M, recent carve out, cosmetics company

CFO responsible for finance and HR

ENTERPRISE IMPACT:Tenure at Pfizer spans from 1993-2015• CFO of functions which reduced operating expense by $4.1B (50%) over four years exceeding cost reduction targets each year.• Led company working capital initiative which delivered $2.2B in operating cash flow improvements.• Improved organizational effectiveness, managerial practices, and overall colleague engagement for Corporate Finance Department by implementing a long-term vision and associated training programs.• Led capital expenditure governance and achieved industry leading capital expenditures levels by reducing annual capital spend by $400M.• Reduced my annual department budget from $28M to $8M over four years while improving value to the organization.

ENTERPRISE IMPACT:• Reduced IT third party spend from $1.4B to $500M over a period of five years (including previous role.) • Lowered capital spend more than 50% by introducing a new approach for capital management. • Streamlined top management roles more than 65% and produced $75M in savings by leading a complete reengineering of the Facilities organization.

ENTERPRISE IMPACT:• Reduced total annual spend $350M in 16 months through cost savings initiatives, new project prioritization strategies, and a change to a more cost-effective procure-to-pay process that included vendor streamlining and new vendor management competencies.• Saved $6M by integrating financial operations of five organizations, reducing resource 50% whilesimultaneously improving performance levels and capabilities

Member of Pfizer’s 7-person IT Leadership team. Plan/direct IT compliance efforts for the entire company. Supervise a geographically dispersed staff of 47 and control a $13 million operating budget and a $10 million project budget. Coordinate an information security officer network of 200+ individuals worldwide. • Achieved 35% in cost savings by consolidating five IT compliance organizations and creating astandardized compliance approach.• Led the development of a standard response to data privacy breaches that included technical responses, process changes, and awareness training.• Updated all corporate IT policies, including acceptable use, records management, data privacy, and identity and access management.

Recruited by CFO to restructure and improve the Internal Audit Department. Directed 66 employees and oversaw 300 audits and forensic investigations/year.ENTERPRISE IMPACT:• Reduced SOX external audit fees $1.5M (35%) per year by reorganizing the Audit Department andintroducing new processes to eliminate issues relating to identification and reporting of problems.• Implemented an industry-leading approach to compliance with the Foreign Corrupt Practices Act.• Introduced a new function to avoid multimillion dollar fines by addressing industry-related risks in the sales and marketing areas.• Improved employee morale as much as 300% in key metrics by initiating personnel developmentinitiatives, promotion targets, and a mentoring program.

ENTERPRISE IMPACT:- Director-Customer Relationship Management (2004)- Director-Global Program Management Office (2003-2004)- Pharmacia Integration Lead for Finance, Program Management, & Vendor Management- Director-Special Projects • Managed the financial aspects for a project integrating a $224M organization into a $300M organization.• Achieved synergies for 70% of IT infrastructure. Project was completed under budget and with zero disruption of services.• Implemented a vital IT infrastructure funding model for 22 services across a $300M organization.•Spearheaded the finance portions of an internal consolidation project that integrated nine organizations into the corporate IT and delivered a world-class infrastructure.- Director-Internal Audit (2000-2001)• Project managed the implementation of new financial software in Buenos Aires office.• Increased credits and refunds from sales tax overpayments, duplicate payments, and vendor over-billings.- Financial Manager-Office of the VP of Corporate Services & Technology (1998-2000)- Manager-Internal Audit (1999-2000)- Senior Auditor (1993-1997)• Delivered major cost and workflow improvements by leading the design of the ERP integration strategy for the $120B acquisition of major pharmaceutical manufacturer.• Lowered costs by outsourcing SAP application support.Achieved early career success as a Senior Auditor with Arthur Andersen.

• Supervised audit teams during financial statement audits, due diligence work, merger and acquisition work, forensic reviews of distressed borrowers and IT auditing.• Prepared and reviewed financial statements and notes including SEC filings 10-K, 10-Q and securities filings• Generated $13 million in addition revenue for client during due diligence review.