John Portwood Email and Phone Number

Chief Operating Officer for Silverline profit & loss divisions throughout California. Directing the profitable growth and delivery of concrete, rebar and masonry services in the multi-family, and mixed use sectors.

Responsible for the profit and loss of a $1B engineering service provider business, comprised of 6 business lines and 34 geographic locations. Spearheads the finance and accounting department comprising 48 staff.• Led West region consolidation & restructuring from a geographic to business line model incorporating North and South organizations resulting in $10M of staff savings and year over year net margin improvement.• Drove financial control and discipline into marketing & selling and bid and proposal resulting in 200 basis points of expected future net margins on bookings (12% vs. 10% NM).• Led region’s COVID resource management risk process and successfully maintained employee utilization targets during dynamic 6 months declining revenue period through CONUS labor transitions, furloughs and RIFs as required.• Improved free cash flow by adjusting invoicing practices resulting in a 10 day DSO ($20M WC) improvement.• Transitioned 25% of finance department staff offshore, exceeding corporate plan targets while maintaining quality operations support, upskilled balance of finance team.• Developed regional and business line P&L budgets and stretch targets for volume, profitability, staffing, lease, capital, non-labor SG&A and partnered with business lines to define strategies to meet corporate objectives, company guidelines and GAAP.• Communicated financial performance of the region to C-suite executives monthly and +4,000 staff via Townhalls quarterly, as well as developed the annual operating plan and two-year strategic business plan.

Responsible for the profit and loss of a +$400M engineering service provider business, comprised of 6 business lines and 8 geographic locations. Responsible for finance and accounting departments comprising 25 staff• Successfully partnered with operations turning around business performance from red to black by developing insightful reporting metrics, clear contract risk guidance approvals and upskilling key positions within the broader organization.• Led restructuring of finance department to align with market segments vs. geographies – reduced headcount by 15%• Re-vamped and standardized financial processes resulting in consistent quality and reduced resource requirements• Reviewed and approved all business area related commitments of the company for proposals, contracts, leases, capital expenditures, ensuring terms of contract effectively bound business risk and provided sufficient returns.• Developed regional and business line P&L budgets and stretch targets for volume, profitability, staffing, lease, capital, non-labor SG&A and partnered with business lines to define strategies to meet corporate objectives, company guidelines and GAAP.• Communicated financial performance of the business area to C-suite executives monthly and +2,000 staff via Townhalls quarterly, as well as developed the annual operating plan and two-year strategic business plan.

Responsible for partnering with the global sales organization to grow the business and drive operational performance and achieve financial KPIs. FY16 KPIs: $3B Key Client Account bookings / $350M Adjacent Market awards / $35M budget / 75 employees• Responsible for designing and standing up global sales organization including organization structure, reporting and forecasting monthly, annual and strategic plan for $35M department budget and related operations financial KPIs.• Led global enterprise wide strategic pricing and commercial strategies for multi-year MSAs with Fortune 500 Clients (GE, Novartis, Merck) effectively bounding risk and providing sufficient returns.• Designed and implemented enterprise wide reporting tool to track AECOM’s key 100 clients’ financial performance (Bookings/Revenues/Margin/DSO) to increase visibility and decision making on business development spend.• Drove thoughtful enterprise level investment decisions with ROI/NPV analysis of potential market entry opportunities.• Instituted financial controls to project charging and travel expensing driving savings of $1.5M annually

Responsible for the profit and loss of a +$80M high growth cockpit provider business, comprised of four product lines and three geographic locations. Responsible for new business strategy, contract negotiations, supply chain management, financial planning and analysis and cash management• Unseated an incumbent competitor by leading a $30M skunk works product development and proposal campaign which ultimately resulted in a high growth new product category and +$500M of future revenues.• Continually developed and presented business cases to C-suite executives justifying product development/capital expenditures for opportunities with $+2 Billion dollar market potential. Cases included strategic fit, NPV/IRR models and sensitivity/scenario analysis• Reviewed and approved all business area related commitments of the company for proposals and contracts (+100 transactions annually) ensuring terms of contract effectively bound risk and provided sufficient returns: 20% operating margin vs. an industry standard of 12-15%• Set business area budgets including staffing, SG&A, capital, program BACs/EACs, subcontract negotiation targets, to ensure they were in line with business area objectives, company guidelines and GAAP.• Communicated financial performance of the business area to C-suite executives monthly, as well as developed the annual operating plan and five year business plan.

Responsible for the profit and loss of a +$15M Customer Research and Development business unit and FP&A for $150M Integrated Avionics business area.• Instituted & negotiated novel tiered fee strategy with federal government option contracts improving out year margin performance.• Designed and implemented business unit financial reporting structure providing valuable insights on how to focus scarce bid and proposal resources.• Responsible for financial consolidation of business area monthly, quarterly, annual, and five year financial reporting and analysis comprised of three business units

Responsible for eight direct reports, three locations, 1,000 monthly invoices, cash collecting and monthly/annual financial close for three domestic business areas.• Led cross functional team to significantly upgrade AR Oracle processes by automating high volume transactions and increasing SOX controls. Project included system design, implementation and sustainment; reduced headcount requirements by 3 persons, Day Sales Outstanding decreased from 72 to 61 ($12M WC)• Responsible for financial monthly, quarterly and annual close of current asset accounts: cash, accounts receivables, inventory and advance payment offsets, revenue recognition methodology

Finance Reporting and Cost Control accounting for for $20M a year H-1 Helicopter Program

Successfully Negotiation International Military Sales Contract worth +5M dollars for equipment on the F-16 platform. Knowledable in International Letters of Credit and Performance Bonds

Income Statement and Balance Sheet Controller/Forecast Consolidator for +$650M Division. Completely re-vamped the forecasting process for monthly, anual and 5 year forecasting excersizes. Reduced 2 day period for financial roll up to 1hr.

First position in the rotational program - Along with doing normal proposal development I analyzed our win ratios from previous years. Turns out we were wasting our time on roughly a third of our proposals. Department policies changed to avoid responding to low probability requests saved time and money.