I am leading a Pilot Mentoring Program for the Neil Griffin College of Business School at Arkansas State University. The Spring Semester, 2023 has been completed. The group of Mentees included 15 Graduate Assistants The outcomes of this first semester is being analyzed at the present to determine if any changes are needed for the Fall Semester. I anticipate a group of 50-60 graduate students participating in the program.

I have been fortunate to have experienced a wide range of organizational cultures, leadership styles, strategies, and functional-perspectives. I have also continued my learning through the legacy of Brian Tracy and the 30+ years of FocalPoint’s Core Coaching & Training Materials, and Methodologies. The opportunity to work with the Business Owners I served - learning and teaching - is a life-long goal and a tremendous blessing. Together, my experiences, the support of FocalPoint, and the views of the Business Leaders create a powerful synergy. FocalPoint Business Coaching of the Mid-South offers this collaboration to deliver practical and relevant strategies that can be applied immediately, ensuring a maximum return on investment, enhancing your value proposition and supporting the achievement of personal and business goals.

•Reduced the Customer Billing Process time by 54%, improving the Working Capital position.•Modified the Commission Structure to drive improved Order-to-Cash KPI's. •Maximized ERP system capabilities reducing the Record-to Report Cycle by 5 days.•Created written Standardized Operating Procedures for Operations and Accounting, reducing errors and a headcount reduction of two.•Completed the acquisition and managed the transition of the 3rd-Party Pharmaceutical Distribution organization, including the ERP System implementation.•Reduced the Record-to-Report Cycle by 40% in 5 months.•Developed Daily and Weekly Gross Margin Reports across all Business Units, improving the margins by 200 basis points.•Developed and Implemented an Operating Expense Reduction Plan, reducing costs by 28%.•Changed Working Capital Financing Structure reducing financing costs by 39%.•Produced multiple Finance Models for potential Divestitures.•Introduced a Standardized Job Costing Model for potential new business quoting.•Successful in obtaining Paycheck Protection Plan monies.

•Project-Oriented Role set to Modernize and Prepare the Organization for the Future. •Led company-wide financial strategies, ensured the fiscal health of the business, and advised senior leadership on the impact of various courses of action. •Introduced strategic planning and created the first strategic framework for the company.•Succession Planning - Designed and Presented a year-long Accounting and Finance Program for the next-generation of Family Company Executives, providing them with the necessary business acumen and decision-making capabilities.•Improved Accounting and Finance talent for Key Positions, Maximized ERP System capabilities, and Created Written Standardized Operating Procedures for Accounting, Risk Management, Safety, Human Resources, and Administrative activities.•Led an end-to-end Governance Design Initiative to ensure the company’s ability to reach future objectives based on a clearly defined mission, vision, and strategic direction. •Introduced technology and processes, enabling field-data-input for field supervisors across the organization, eliminating 40 hours of weekly manual data input. This also allowed for next-day access to labor and equipment utilization data vs the previous weekly cycle access. •Initiated the company’s Safety Accountability System with a focus on management and individual accountability, and root cause analysis. Safety violations were reduced by 41% over two years and work suspension days were eliminated. •Responsible for managing the HR function that included recruiting, benefit administration, employee relations, and training. •Introduced technology to Recruiting and new-hire administrative activities, reducing the end-to-end process by 3 days, critical in a very difficult and demanding role.•Improved seasonality hiring processes, achieving an 80% increase in applicant recruiting over the previous 3 years.

•Led the Accounting and Finance function for the Americas Region, encompassing an annual P&L of $600M, 9 legal entities, and a F&A team of 42 professionals. •Managed a 5-year delayed post-acquisition transition of all functional areas, harmonizing Standard Operating Procedures across the Region, designed and implemented world-class Accounting and Tax processes, and created near real-time reporting for all Site Leadership.Improved Accounts Receivable DSO by reducing past due balances from 35% to 2% on an inherited $66M AR portfolio. •Reorganized Accounting and Finance teams to maximize skills and synergies, with a focus on improving close result accuracy for reporting and forecasting improvements.•Consolidated three USA Site Finance and Accounting teams, decreasing headcount by 45% (42 to 24), reducing Regional F&A costs from $4M to $2M annually.•Transformed the company’s post-acquisition Finance and Accounting strategy, processes, procedures, and controls for the Americas, Europe, and Israel, reducing Risks while improving quality and timeliness.•Implemented business process improvements in Global Purchase-to-Pay, Order-to-Cash, and Record-to-Report across 7 regional sites by applying Lean and Kaizen analysis techniques, resulting in a 1-day close standard.•Improved the Regional Gross Margin by 5% over a six-year period, by refocusing site leadership on material cost, maintenance, and line staffing. •Built a culture of accountability and significantly improved quality control, ultimately reducing costs by 80% in year one, and 60% in year two. Eliminated $440K in unnecessary annual spending at an automotive site.•Eliminated 60% of accounts payable transaction costs via electronic data input. •Reduced AP costs with a purchase-card program for indirect supplies and travel.•Played a key role in the analysis, construction, and opening of factories in Mexico and Serbia to maintain a competitive advantage with rising labor costs in China and Western Europe.

•Designed and implemented Sarbanes-Oxley controls in the organization, previously victimized by a multi-billion dollar, 7-year fraud event (believed to have started in mid-1996).•Directed ongoing process improvement efforts, including re-designed, written documentation, full implementation, and periodic monitoring. This reduced “material weaknesses and deficiencies" by 98%. •Led the re-design and establishment of the Supply Chain Operations strategy, processes, procedures, and controls.•Drove supplier contract compliance via system enhancements, direct-to-site communications and Hyperion report automation, saving the organization $1,750,000 annually in year 1.•Developed cross-functional clinical advisory boards breaking down barriers for further procurement and cost savings.

•One of 5 Architects that created and expanded the Pfizer Shared Services organically and through strategic acquisitions. •Moved transactional accounting from New York City to Memphis, reducing related costs by 25%.•Directed 31 accountants driving Sarbanes-Oxley compliance, supporting 71 domestic sites and functions.•Led post-acquisition transition efforts on two mergers that included Warner Lambert ($15B) and Pharmacia ($20B), which achieved synergies of 60% and 70%, respectively.•Designed and implemented the Pfizer North America Revenue and Inventory ERP Accounting System, allowing for a “single point of data input” to drive efficiencies in Intercompany Import / Export and Mark-Up Accounting.•Played a Leadership role in the project to establish the European Shared Services organization.