Michael Pilot Email & Phone Number

St Paul, MN, US

Global Finance leader of the Healthcare business group operations with 5 divisions totaling $8.6B in revenues. Responsible for all global operations including manufacturing plant and non-plant spending, Cost of Goods Sold (COGS), Inventory, Customer Operations (A/R, A/P and pricing and rebate processing) related to business group.

St Paul, MN, US

Joined 3M Health Care Business Group as part of the acquisition of Acelity/KCI at end of 2019. 3M Health Care is a leader in offering products and solutions for medical, oral care, health information management, separation & purification as well as food safety with global sales of $9B.► Global Business Finance leader for the Wound, Incision and Skin.

San Antonio, TX, US

Lead a team supporting the NPWT Franchises ($1.5B revenues) in all global product portfolio management, product rationalization and overall business strategy and market placement. Responsible for creation of all NPV/ROI investment models for organic and inorganic product pipeline development projects. Provide monthly reporting and forecast/budget guidance.

San Antonio, TX, US

Led the global consolidated financial planning, analysis and internal management reporting function for multiple business units and strategic platforms for a Global business with $1.9B in annual revenues. Provided global leaders with performance targets and guidance on corporate financial expectations and created reporting and analysis for regular Board of.

Kalamazoo, MI, US

• Tasked to improve global inventory management by creating and executing business strategies and processes that increase forecasting & analysis efficiency, improve new product design configurations and enhance.
• Interacts and serves as primary liaison for multi-functional personnel with the purpose of understanding inventory needs and making management and reduction recommendations.
• Evaluated and improved processes for development of business cases, milestones, forecasting, and order processing.
• Generated management/reduction recommendations for senior leadership by interacting and partnering with multi-functional (sales/operational/financial) stakeholders. Developed and initiated new ways to evaluate global.
• Developed an inventory planning, forecasting and analysis tool (linked excel and data warehouse downloads) that reduced month-end financial preparation by 75% while improving quality of actual inventory projection.
• Utilized historical sales and current market data to improve Margin forecasts.

Kalamazoo, MI, US

• Transferred to provide financial leadership and area budgets as the "Area CFO" for Orthopaedics operations in Southeast and Southwest US with annual revenues in excess of $700M; led financial reporting, planning &.
• Provided budget management and led cost improvement initiatives for 11 General Managers (GM) and 2 Area Vice Presidents (AVPs) in operations across 13 U.S. states.
• Led financial forecasting, planning and analysis activities for areas and partnered with area leadership to create a modeling tool that better utilized customer and market data to identify early trends. Improved the.
• Team leader of nationwide cross-functional XLT sponsored project to reduce inventory adjustment (E&O) costs across the U.S. Project (RIOT) included identifying IT system constraints (data capture and reporting.
• Finance project leader and advocate that improved operational efficiency thru branch distribution channel consolidation. Led the negotiation for the lease of a larger central distribution warehouse in Florida to serve.
• Served as Finance Leader on company project to evaluate potential changes to the US distribution model of medical devices and orthopedic joint implants across all corporate divisions.

Kalamazoo, MI, US

• Joined company’s executive leadership team for a Business Unit of a Fortune 500 Medical Device manufacturer, contributing to strategic and financial leadership, staff education and development and corporate.
• Managed and/or reviewed annual standard cost (roll) setting and absorption cost assumptions and adherence to corporate policy for U.S and Puerto Rico sites along with Israel site R&D prototype assembly for the.
• Tasked to lead and develop divisional/corporate projects covering SOX control review, internal audit of division business, the establishment of new business practices, review of past due diligence, business.
• Negotiated reduced pricing for prototype scopes and reduced legal liability for vendor parts inventory due to cancelled purchase orders, resulting in more than $788K savings in 2008.
• Supervised business integration and cultural diversity efforts between Israel and US locations post acquisition.
• Led business liquidation (divestiture) and shutdown activities, coordinating human resources, accounting, legal, and operation activities to sell off consolidated GI entity in two locations; handled vendor closeouts.

• Upon completion of leading the successful sale of Electromark to Brady Corporation, stayed on to manage the financial integration and leadership transition. Served as a key member of the management team of a.
• Functioned as business acquisition/integration leader (post acquisition), growing core business revenue by 9.6% to exceed profit and revenue targets in the first year of post-merger operations.
• Drove SOX compliance, guiding the business unit through successful implementation of regular and periodic testing of internal controls; accountable for signed 404 certification included with parent company quarterly.
• Identified opportunities for improvement and developed systems and procedures to enhance performance.

• Led executive management team for diverse job shop manufacturer (Electromark) (printing, metal/CNC, die-cutting, porcelain coatings) of safety signs/labels that employed 165 staff; directed accounting and front-office.
• Headed 23 direct/indirect reports across purchasing, accounting, human resources, customer service, warehousing, inventory, production, marketing, IT, and sales functions.
• Built company’s financial infrastructure including policies, procedures, and business processes for accounting, controls, financial analysis, cash management, audit, legal, risk, budgets, quotes, standard costs and.
• Captured significant gains in revenue and income from operations by introducing controls that optimized planning, efficiency, and performance; increased revenue 253% during tenure and moved EBIT from 5.33% to 19.16%.
• Oversaw business expansion of sales channels beyond core Utilities industry (Power/Energy Transmission & Distribution by both public and municipal (government) entities) and into new market adjacencies such as OEMs.
• Created and deployed an extensive reporting package with business dashboards for all functional areas.

• Oversaw planning, administration, and wrap-up of audit engagements for various industries including publically and privately held manufacturing, healthcare, insurance, real estate management, and residential.
• Major audit client's included ViaHealth - Healthcare System, Blue Cross/BlueShield (Excellus - HMO Insurance) and Seneca Foods (Food Processor).
• Prioritized assignments and delegated an average of two to three audits per month among staff members.
• Addressed changing engagement circumstances to maintain audit efficiency. Analyzed/documented audit findings.
• Crafted and implemented audit steps to test key internal controls over clients systems to measure risk areas.

Provided review of actual job costs, oversaw A/P and A/R personnel and established contract pricing for customers in medical, automotive and office products for a privately-held plastics injection molding manufacturer.

Bachelor Of Science, Accounting Major

Executive Leadership Training Program

Certificate- Leadership Training, Managing Across Borders, Global Site Management

Regents Diploma