Kerry Carr Email & Phone Number

Hamilton, Bermuda

Responsible for leading worldwide performance management, building analytical tools and frameworks to understand drivers of business performance and developing appropriate responses. Leads implementation of short-and long-term target setting and strategic and dynamic resource allocation. Key role in business reviews with external investors, banks, ratings agencies and shareholders. Also responsible for oversight of the Bacardi Enterprise Services shared services team and driving Revenue Growth Management initiatives including pricing, gross margin management and rate/mix management. Serves on the CEO's Global Leadership Team.

Hamilton, Bermuda

Responsible for establishing a worldwide performance management capability and network. This includes building analytical tools and frameworks to understand drivers of business performance and developing appropriate responses. Additionally, implementing short- and long-term target setting, driving year-end performance and global strategic and dynamic resource allocation.

Hamilton, Bermuda

•Provided executive-level leadership for a broad range of initiatives focused on bolstering strategic business planning and development on a global scale. Spearheaded merger integration for high-profile acquisition, including international distributor alignment, back office consolidation, commercial integration, systems conversion, identification and realization of synergy benefits, change management, etc.• Cost Savings & Reduction: Pioneered a company-wide Global finance and operational restructuring initiative, effectively generating over $130M in annualized savings.• Business Expansion & Cost Savings: Established the Global Finance Shared Services center in Costa Rica to include all finance transaction processing; navigated expansion to include additional functions (payroll, tax, etc.) and generated over $20M in annual cost savings.• Margin Improvement: Continually drive SG&A cost savings and margin improvement initiatives. • Process Improvement: Conceptualize and initiate global process standardization/efficiencies while continually driving automation to optimize operations and drive productivity.• Auditing & Risk Management: Continually restructure/revamp Global Internal Audit function while zeroing-in on risk assessment and risk mitigation.

Santa Monica, California, United States

Rutherford, Nj

Oversaw all operations/finance functions, including Supply Chain, Technology, Real Estate, Finance and Accounting, Investor Relations, Legal, Controls and Compliance, and Human Resources for publicly held, turnaround infant and juvenile consumer products and furniture company. Collaborated with investment bankers in pursuing strategic alternatives to recapitalize business; sourced strategic buyers of the Company and/or sold assets of individual business units. • Product Cost Reduction & Sourcing Strategy: Slashed annual landed product cost by ~$3.1M through implementing a diverse range of initiatives; minimized reliance on top suppliers through expanding sourcing alternatives/base.• Distribution Consolidation: Consolidated five distribution centers into one 3rd-party logistics provider in CA, effectively driving faster service-to-market at optimized cost and generating ~$2.5M in annual cost savings.• Cost Savings & Reduction: Consolidated Finance, Logistics, Technology, Human Resources, Benefits and Real Estate), resulting in an annual cost savings of ~$4.5M; renegotiated key insurance and benefits arrangements, resulting in an annual cost savings of $250K.• Reporting & Metrics Optimization: Developed/launched ERP system to establish consistent platform for financial/operating reporting; created/implemented operating and financial metrics dashboards to monitor performance and allow early read on “red flags.” • Operations Oversight: Instituted monthly operations reviews focused on inventory management, factory performance, factory social compliance standards, customer issues, distribution center productivity, retailer performance metrics, e-commerce growth, etc. • Financial Management: Governed external SEC reporting, management reporting, investor relations, zero-based budgeting, and forecasting. Instrumental as key partner to lender for managing asset-based loan agreement; negotiated loan amendments and monitored covenant compliance.

Developed business case and implementation plan for consolidation of five distribution centersCreated supply chain reporting dashboard to measure effectiveness of all legs of supply chain from vendor through distribution to end customerBuilt internal audit function to strengthen internal control environmentEvaluated adequacy of management KPIs and operating metrics and developed management dashboard

New York, Ny

Led CEO initiative to perform comprehensive operating and financial assessment of Avon’s entire global business. Areas of focus included revenue diagnostic to determine root causes of performance; cost transformation; working capital improvements; and reorganization of the operating model to drive effectiveness.Responsible for leading cross-functional team to identify levers to accelerate growth in key markets; create business case and implementation plan to transform cost base; and develop new operating model structure to “right-size” the organization.

Greater New York City Area

Provided high-level financial leadership to the Global Supply Chain organization, a $6 billion cost center for the company, which is responsible for all of the manufacturing and distribution operations of the company worldwide-Executed all finance strategies and the implementation and governance of its multi-year restructuring and cost transformation initiatives-Developed and led Office of Productivity to drive year-over-year incremental cost improvements-Established robust governance process to monitor progress of all initiatives to ensure commitments of costs, timeline and operational improvements and benefits were met-Managed over two hundred Finance Associates worldwide-Responsible for strategic planning, budgeting and forecasting for all manufacturing and distribution operations worldwide-Key member of both the Global Supply Chain Council (Senior Leadership Team of Global Supply Chain) and a key member of the Finance Leadership Team, the most senior finance executives in the company-Member of the Compliance Council, a subset of the Compliance and Ethics Committee

New York, New York, United States

Responsible for leading the company's Product Line Simplification (PLS) and Inventory Management initiatives. -Significant initiative focused on rationalizing the company's product portfolio across the globe to create the optimal size of the product line-Leveraged external tools to evaluate consumer attributes driving consumer demand-Worked closely with Marketing , Supply Chain and Technology to develop and embed technology and processes to ensure actions were implemented and sustained-Ensured appropriate governance and financial reporting measures to validate savings were realized-Initiative generated over $200 million of steady state savings for the company-Also oversaw the Process Reengineering group, which focused primarily on process improvement and standardization related to Supply Chain Inventory Management and PLS.

New York, New York, United States

Responsible for identifying and overseeing execution of the Company’s mulit-year restructuring initiatives:-Led development of business case evaluation of restructuring proposals-Project leader for delayering initiative, focused on reorganizing and streamlining all levels of the company to drive cost savings and drive organizational effectiveness; resulted in significant steady state annual savings-Developed and executed a worldwide financial shared services strategy; and worked with business units to identify cost and productivity opportunities throughout the operations.-Awarded Avon’s “Pathfinder Award” for running this Program Management Office

New York, New York, United States

Reengineered and led Internal Audit function,including development of risk assessment methodology and audit approach-Developed, directed and implemented Avon’s annual risk assessment and worldwide internal audit program, conducting more than 85 audits annually-Succesfully integrated Deloitte co-source relationship into Internal Audit function to build local language skills and expertise in worldwide audits-Strengthened quality of Internal Audit staff-Strong leadership role in company's Sarbanes-Oxley program-Instrumental in developing the Company’s ethics curriculum -Built process for tracking ethics hotline matters-Awarded Avon’s “Pathfinder Award” for Leadership in Corporate Governance

Basking Ridge, New Jersey, United States

Financial Vice President responsible for worldwide Internal Audit and Corporate Security activities for $38 billion global telecom company.Responsibilities included:Execution of the overall audit plan, which included over 75 financial, operational and systems audits for all domestic and international operations of AT&T. Included creation of risk assessment methodology, creation of audit plan, development of audit and investigative procedures to assess controls and fraud vulnerabilities, preparation of reports for senior management to highlight company-wide issues, audit committee presentations and special projects.Partnered with Corporate Controller to lead Sarbanes-Oxley team, with responsibilities for oversight of development of controls assessment methodology and controls matrices; assessment of controls risks; remediation; auditing; and reportingMember of Steering Committee evaluating International Statutory Reporting and Tax processes to ensure compliance and identify efficienciesLed effort to streamline Security functions across Company, while ensuring no gap in security effortsRealigned Corporate Security investigators to areas of greatest risk, creating core fraud investigative unit to focus on proactive reviews to detect white-collar crime

Burbank, California, United States

CFO responsible for all financial and information technology matters for $2 billion operation--- 10 television stations, 45 radio stations and the ABC Radio NetworksResponsibilities included:-Strategic planning; budgeting; and forecasting-Evaluation of potential TV and radio station group acquisitions---development of business plans, NPV analyses,determination of recommended purchase price and due diligence-Development of capital budgets-Automation of labor scheduling and time reporting to save headcount and costs-Development of pilot program to centralize all back office functions to enable more timely and accurate financial reporting and achieve cost and labor efficiencies-Spearheaded project to evaluate overall ABC (Network and Stations) I/T organization---eliminate duplicative activities, centralize support, achieve cost savings through bulk purchases of equipment and consider shared services opportunities-Revamped division-wide compensation and commission practices

Burbank, California, United States

Re-engineered and executed the overall audit approach for all financial, operational and information systems audits for all domestic and international operations of The Walt Disney Company. Included risk assessment, design of an effective and efficient audit approach, development of procedures to evaluate the accuracy of financial reporting, preparation of reports for senior management, audit committee presentations, fraud audits and special projectsManaged a worldwide audit staff responsible for communicating international labor standards compliance program to top vendors, corporate alliance partners and internal stakeholders; worked with similarly situated companies to maintain worldwide best practices. Launched and participated in several Disney global initiatives:-Strategic Sourcing – Project targeted at streamlining Disney’s supplier base, leveraging Disney dollar when purchasing goods and services and streamlining manual processes. Estimated to save $300 million annually-International Labor Standards – Created compliance program to monitor labor practices at worldwide factories producing Disney-branded product; traveled extensively throughout Asia and Europe-Global Internal Controls – Initiative to create and implement worldwide minimum control standards and financial reporting procedures; development and launch of worldwide self-assessment programPrevious roles of increasing responsibility at Capital Cities/ABC, Inc. and Deloitte

Women On Boards Of Directors Program

Focused on maximizing success as a Corporate Director with the ability to: - Excel as a steward of shareholders by promoting long-term.

Executive Leadership

Bachelor Of Business Administration - Bba, Public Accounting