Patrick Morley Email & Phone Number

Poly was formed as the result of the merger between Plantronics and Polycom. As part of the integration, I assumed the Finance responsibility for the combined Services organization and Product Management Support was consolidated under my Plantronics peer. Currently I am the Finance Fiduciary to the EVP of Global Services sitting on his L2 staff. Managing a Team of Finance professionals in Americas, EMEA, and APAC providing finance and accounting support to over 700 Services personnel generating over $300M a year in revenue. Ownership for regional and aggregated global Services financial reporting and analysis, management reporting of the Services Lines of Business (LoB) financials, monthly close and audit support, financial construct of Services financial targets (Quarterly Business Reviews, Annual Operating Plan) and Strategic Long Range Plans, compilation of Renewals Scorecard and other Financial Key Performance Indicators, Regional Cost of Goods Sold adjustment factors, business analysis support for Service Solutions throughout the Life-cycle (New Portfolio Introduction, Pricing, Discount Approvals, End of Support Life, etc.), review and approval of all customer contracts/SOW’s, and partnering with procurement on Service vendor contract negotiations. I am a voting member of Services Council and Pricing Council.

Salem, Oregon, United States

WRVH is a small consortium of Salem construction Professionals with the objective of opportunistically acquiring land and developing/constructing income producing properties for their private portfolios. In addition to being on the Board, I am also an investor in the company. I am the Board fiduciary regarding any acquisition and indebtedness as well as reviewing all financial statements, distribution of income, and compilation of corporate tax returns. The Team has completed 3 development projects and is currently working on The Banks multi-family community located in Albany, Oregon. The Banks will consist of 120 apartment units located on approximately 6.32 acres. Only a few blocks from the historic Albany downtown, but nestled between Bowman park to the West, Eads children’s park to the East, and Willamette River frontage with EFU (Exclusive Farming Use) across the river, this property will be an oasis for generations to come. The Banks will offer Albany residents a multi-family waterfront living experience only offered in the larger cities of Salem and Portland, while affording the company an exceptional ROI and the tax advantages of being located in an “Opportunity Zone”.

The Finance Fiduciary to the EVP of Global Services sitting on his L2 staff. Managed a Team of Finance professionals in Americas, EMEA, and APAC providing finance and accounting support to over 500 Services personnel generating over $300M a year in revenue. Ownership for regional and aggregated global Services financial reporting and analysis, management reporting of the Services Lines of Business (LoB) financials, monthly close and audit support, financial construct of Services financial targets (Quarterly Business Reviews, Annual Operating Plan) and Strategic Long Range Plans, compilation of Renewals Scorecard and other Financial Key Performance Indicators, Regional Cost of Goods Sold adjustment factors, business analysis support for Service Solutions throughout the Life-cycle (New Portfolio Introduction, Pricing, Discount Approvals, End of Support Life, etc.), review and approval of all customer contracts/SOW’s, and partnering with procurement on Service vendor contract negotiations. Was a voting member of Services Council, ERB (NPI process), and Pricing Council. In December 2016, Product Management Finance, and its respective resources, were consolidated under my leadership. Supported EVP of Product Management in the same capacity as Global Services, with the addition to support the NPI Product checkpoint process. Developed an NPV model to score prospective projects and relative rank their returns in order to prioritize R&D spend and focus.

Corvallis, Oregon, United States

One of the two senior Halo leaders that joined Polycom via the acquisition from HP with the charter to integrate the Halo business into Polycom’s Service organization. Halo was a market expansion for Polycom whose Services business was primarily focused on break-fix and professional services for its transactional hardware sales. The Halo Managed Service afforded Polycom entry into the proactive services market with the established credibility of the Halo installed base. Leveraged the best of breed technologies from the companies, combining the remote-managed capabilities of Halo with standards-based codecs of Polycom, expanding the addressable market for Polycom Managed Services. Introduced a public Cloud video service based upon Polycom's RealPresence Platform technology. Worked with Sales negotiating all Managed Service contract terms and pricing. Maintained telecommunications responsibilities from relationship built at HP to continue the Halo Video Exchange Network throughout the integration. Produced all Managed Service revenue and operating expense forecasts for the business unit and presented Managed Services performance versus plan at all QBR’s. Co-led with Director of Managed Services Operations metrics reporting and read-outs to Executive staff.

Corvallis, Oregon, United States

Under the charter of the HP CTO, helped start a new business unit to commercialize Halo Telepresence, which was jointly designed and developed by HP and DreamWorks. Worked with the Halo General Manager to develop the business plan, strategy and pricing model. Formed strategic relationships with key suppliers in such technology areas of codec’s, displays, cameras, and networking resulting in substantially reduced costs (over 50% reduction in focus areas) and customized solutions to meet Halo’s unique needs. Led the strategy and implementation of the Halo Video Exchange Network (HVEN), the first dedicated video network that circled the globe. Halo revolutionized the video industry placing emphasis on monetizing the monthly services over transactional hardware sales. Halo's success was characterized by its list of marquee customers such as Pepsi, BNPP, P&G, Nokia, Credit Suisse, BP, Novartis, KPMG, etc. Halo was acquired by Polycom in 2011 for a total deal value of approximately $100M.

Corvallis, Oregon, United States

Responsible for crafting outsourcing strategy, production “make vs. buy” decisions, partner selection, and performance management. Integrated the distributed hub CM network to leverage HP’s global purchasing power. Led investigations into off-island manufacturing in Asia and Dominican Republics that identified substantial MOH reductions. Partnered with the SERM Team to implement the “envelop in a box” recycling program. Identified and implemented economically feasible mechanisms to re-use recycled by-products on both plastics and resin. Worked with existing virgin resin suppliers to create a recycled hybrid resin that resulted in a $12M savings versus virgin material while allowing HP to have a "green" message. Led a project with Nypro which eliminate expensive ultrasonic welding equipment on assembly lines world-wide by utilizing a two-shot plastic molding process, eliminating large upfront capital investment and improving yields by 10%.

Corvallis, Oregon, United States

Led a diverse team of Professionals (Finance, Procurement, Business, Legal, and Engineering) located in Corvallis, Cupertino and Taiwan that had responsibility for all aspects of ODM management and performance. Charter included all contract negotiations and compilation, Quarterly Business Reviews, sourcing strategy, chassis material and MVA costs, ODM selection process, and NPI support. Accountable for a $500M annual procurement budget. Revamped a team characterized by low morale and high turnover. Recruited internal and external professionals with the skill sets required to succeed in a dynamic, commoditized business environment. Adjusted Partner Team operations to fit with MCD’s evolution from a OEM high-touch development philosophy to a ODM low-touch model. Created the “Partnership Triangle” focusing the team’s efforts on three areas (cost, ODM performance, and relationship management) in order to create competitive advantages for HP. In one of the most severe PC price wars in history, chassis cost and VA degradations exceeded revenue degradation in 2001, cutting almost 3 percentage points out of cost of sales. Assigned by HP Executive Management to the 10 person HP/Compaq “Value Extraction” team with the charter to make strategic operational and sourcing decisions for the combined PC business.

Corvallis, Oregon, United States

Chartered by the Business Unit’s General Manager to fulfill a new role tasked with fixing MCD’s warranty cost structure. Warranty costs were 10%+ of revenue when I took on this responsibility. Developed a hybrid support model, utilizing facets of internal HP support in conjunction with out-sourced repair partners, allowing MCD to profitably address all segments of the notebook marketplace. Revolutionized the notebook market with the “capitated” support model launched on the OmniBook XE, HP’s first entry into the retail notebook market. The model moved repair responsibility from HP to the ODM, resulting in a tighter linkage between product quality and financial responsibility. Once the ODM controlled both manufacturing and repair, HP was able to negotiate a flat warranty cost per unit, capping MCD’s exposure (i.e. “capitated”) to volatile failure rates, material costs and support obsolescence risks. Warranty costs at the end of my tenure were below 5% of revenue.

Managed a team of Senior Financial Analysts with financial responsibility for product development and cost of sales activities. Directly supported the Customer Care, Manufacturing and Procurement Managers in their operational activities. Developed operational metrics and systems to track actual performance versus plan. Provided advice on needed actions to address performance deficiencies. Led internal negotiations with HP Services to redefine repair-billing processes holding HP Services responsible for operational performance. Developed repair cost forecasting model that was used to cap repair billings at acceptable efficiency rates, lowering repair billings by 30%. One of a team of seven that was assigned the responsibility to select MCD’s future OEM partner. The team conducted complete financial and operational reviews of 9 potential Taiwanese and Japanese partners over a 3-month period. Co-led contractual negotiations with the 3 finalists improving cost structure, supply flexibility, AFR caps and other operational objectives. Led the shut down negotiations with Twinhead Computers after a 3-year OEM relationship.

Recruited by the Finance Controller of the newly formed Mobile Computing Division with the charter to transform the HP Calculator Division into a major player in the mobile computing marketplace. Worked across functional areas to ensure business decision-making process integrity. Direct analysis of business decisions with significant financial impact including pricing, development projects, and warranty programs. Supervised a team of three Financial Analysts supporting marketing, support and development processes. Analyzed various pricing and discount strategies providing financial ramifications to decision makers. Provided product related cost of sales projections to System Teams. Recommended product, operational, supply chain and contractual changes to meet project goals. Developed tools to track actual performance against PLC goals. Provided retrospective analyses to management with recommended changes for future projects.

Mcminnville, Oregon, United States

Managed the Diagnostic Cardiology Business Unit’s reporting process for Legal and Management financial statements. Direct supervision of level 56-59 Finance personnel. Led compilation of the division’s BSR five-year strategic plan detailing the financial return opportunities and associated risks. Responsible for producing divisional financial targets and related cross-functional budgets. Worked with the DCBU Marketing Manager and Regional Marketing Centers to analyze financial impact of strategic discounts and promotional activities. Member of a five person cross-functional team which guided product generation and investments in the ECG Management and Defibrillator product lines.

Mcminnville, Oregon, United States

Performed extensive finance, cost accounting, and reporting duties for the Cardiology Business Unit. Served as the Marketing, Administration, and Manufacturing Analyst consulting with these functional teams on budgeting, expense management, performance initiatives, and other management activities. Developed a multitude of financial models, which were used by all levels of the division to improve operational and financial performance.

Eugene, Oregon, United States

Business oversight for a diversified beverage distribution, trucking, and recycling company with $50M in annual revenues. Beverage operations included distribution for major brands such as Miller, Gallo, and Snapple with geographical coverage from Albany/Corvallis through Southern Oregon. The trucking segment of the business consisted of approximate 100 company owned trucks and independent operators hauling beverage, wood products and produce throughout the Western States.

Master Of Business Administration - Mba, Finance And Accounting

Business/Managerial Economics

Activities and Societies: Varsity Football, Phi Delta Theta Fraternity