Cliq is a leading provider of innovative electronic payment solutions through credit card transactions, ACH processing and program management services for prepaid financial products.The Vice President, Operations is a key member of the Executive Leadership with the following responsibilities:- Identify opportunities and risks for delivering the company's products and services including strategic development, competitive assessment, execution innovation and operational excellence. - Implement organizational changes and forecast staffing requirements to effectively support growth initiatives. - Establish governance and control process to ensure business objectives are achieved, risks are mitigated and resources are properly allocated.- Execute cost effective investments of financial resources across all operational functions.- Oversee the creation and implementation of programs and operational processes designed to be scalable and sustainable.- Develop and maintain operational policies and procedures to drive compliance and consistency.- Maintain system of daily, weekly and monthly activity reporting to drive performance and SLA achievement.- Identify process improvements to increase efficiency and production capacity.

Alorica provides a suite of world class services including business process outsourcing, contact centers, customer service experience, logistics, fulfillment, multichannel and technical support with over 100,000 employees in 140 global locationsExecutive consulting assignment that transitioned to a full time position to drive execution and establish financial governance in major strategic IT projects:-Cost Savings: Facilitated projects that generated over $18 million of annualized telecom cost reductions from data circuit decommissions, voice optimization, carrier negotiations and other operational efficiencies. - Alorica 2.0: Transformational approach to enterprise networking to increase productivity, reliability, security and greater agility for deploying new technology innovations. Enhanced financial tracking and project execution will drive additional cost opportunities.- Technology Expense Management: Implemented TEM solution to manage $60 million global spend focused on delivering savings, labor/process efficiencies and enhanced ability to facilitate full lifecycle from procurement to decommission.- Data Center Consolidation: Identification of strategic changes to reduce the number of post-acquisition data center locations.

Pomeroy provides high quality IT infrastructure services from its locations throughout North America, Latin America and Europe. Pomeroy's portfolio of infrastructure managed services includes: End User Services, Network Services, Data Center Services and Cloud Services. Pomeroy also provides staffing services and the full range of procurement & logistics services. Consistently recognized as one of the Top 50 Solution Providers in North America, Pomeroy employs its Optimized Infrastructure Framework(SM), a process-centric approach to working with clients (either remotely or on premise), to assess, plan, design, build, test, implement, manage and ultimately optimize each client's IT infrastructure, leading to the creation of tangible business value and return on their IT investments.Responsibilities include:- Operational Excellence: Execute initiatives that drive continuous improvement through process re-engineering, workflow management, implementation of tools and technology while achieving higher productivity levels and enhanced quality.- Cost Optimization / Offshoring: Executive lead on project that transitioned 200 positions to the Philippines including technical support, customer care installation engineering, service dispatch, order entry and purchasing administration. Responsibilities included third party contract negotiations, transition planning, training, parallel operations, performance metrics and facilitating the change management process. Generated $1.5 million in cost savings, executed on time, within budget resulting in a 12-month payback. - Organizational Effectiveness: Identify opportunities to streamline the organizational structure by evaluating grade levels, span of control, reporting alignment, talent acquisition and leadership development while enhancing the decision-making process and driving accountability to meet defined financial objectives.

Capgemini is a leading global provider of consulting, technology, outsourcing and professional services. Located in over 40 countries with over 140,000 employees, Capgemini helps its clients transform their business in order to improve performance and enhance competitive positioning.

DPI Specialty Foods is a leading provider of customized sales, marketing and logistics solutions in the specialty food retail distribution and dedicated logistics segments. This is an interim assignment with responsibilities that include:- Assist the business in developing the framework for the implementation of a strategic planning process- Establish financial modeling for growth, geographic expansion and new market penetration- Coordination and preparation of a consolidated five year financial plan- Review capacity to accommodate significant sales growth and identify options for future geographic expansion- Provide recommendations for enhancements to the financial structure to facilitate profitable growth opportunities- Make recommendations for operational efficiencies and organizational effectiveness

Ingram Micro is a wholesale provider of technology products and supply chain services with 20,000+ associates in 40+ countries and annual revenue exceeding $40 billion. It is a Fortune 100 company.In 2005, promoted to new position leading team of internal consultants to identify and capitalize on new opportunities to drive incremental revenue growth and increase profitability.Delivered sustainable revenue growth at higher margins within existing cost structure.Leveraged new business models, adjacent market opportunities, and diversification strategies in physical security, digital signage, mobile health care devices, consumer electronics, Cloud, mobility, private label, logistics services, advanced computing, and technology solutions divisions.Using cost optimization skills, played a key role in increasing operating income from $84 million to $150 million on $10+ billion annual revenue by driving headcount reductions, outsourcing, process efficiencies, and decreased operations expenses.Established a project management office (PMO) that managed department plan execution, organizational support, executive escalation, and financial tracking for strategic and cost-optimization initiatives.Evaluated existing North American business units and identified opportunities through capability/ gap assessment. Classified results into build, buy, or partner strategy which was utilized as criteria for investment decisions.Built a shared service center and transitioned 500+ geographically dispersed outsourced positions into a new center in the Philippines. Expanded to 1,700+ associates in three years that supported North America, Asia-Pacific, and global functions. The centers also provide business process operations to external partners in fee-for-service model.

In 2000, hand-picked by the senior executives for a high-profile position in preparation for corporate controllership. I was quickly advanced from financial operations to a senior-level financial position on a team charged with improving profitability in difficult economic environment. Leveraged the Six Sigma methodology, financial system enhancements, data analysis, and financial reporting. I also drove process improvements that cut costs, increased labor productivity, and minimized financial risk.My skills in organizational leadership allowed me to lead the North American organization of 325 general accounting, strategic sourcing, financial operations, inventory, accounting, and shared services associates.The knowledge gained in internal controls & compliance led me to execute the SOX compliance effort for North American region in a timely and efficient manner. I was also able to accelerate month-end reporting to meet audit requirements.Enabled improved evaluation and identity of advancer/decliner opportunities by improving profitability reporting of business unit performance. I initiated a balance sheet review process in order to determine appropriate reserve levels and to improve internal controls.Additionally, generated $24 million in cost savings through strategic sourcing project by establishing a center-led organization that reduced rate and buying volume. I saved $12 million annually by transitioning 500 positions to lower-cost geographies.

In 1996, recruited as part of a pre-IPO strategy. My role at the company quickly expanded accountability to include Canadian as well as U.S. functions.Enhanced capital structure, reduced interest costs, and improved cash asset efficiency to fund revenue growth.While in this role, recruited and developed talent capable of managing treasury, banking relationships, foreign exchange, working capital, and financial services for a new publicly traded company.Utilized my skills in strategic financing to negotiated $1 billion in a revolving credit facility in pre-IPO environment, implemented $700 million asset securitization program, and executed $100 million inventory finance agreement.My knowledge of the foreign exchange helped minimize the financial currency exposure and supported Canadian requirements by initiating foreign exchange process.Additionally, automated the treasury management to centralize cash assets through controlled disbursement accounts, lockboxes, and credit-line optimization tools.

Global Countertrade Corporation is a facilitator of barter trade credits between domestic sellers and foreign corporations.In 1994 was recruited by the CEO to provide strategic support and build Oki America relationship to $20 million annually.Once in this position, partnered with the CEO and CFO to identify buying opportunities for aged inventory to be exchanged for trade credits used for marketing programs and travel expenses.Additionally, identified additional financial opportunities with other technology companies.

Oki America, is a division of a Japanese company that manufactures and sells info-telecom and printer products.Established a treasury function to leverage cash assets of newly consolidated corporate entity; included third-party financing alternatives.Played critical role in building a corporate reporting and budgeting infrastructure that supported consolidation of four independent companies with a total annual revenue of $600 million.Recruited by CEO to build finance team for the cellular mobile phone division. Established financial function of start-up division and developed three year strategic plan that included sales, marketing and product development.