Business leader for North American and Australian financial services arms of CNH Industrial, which was created by the merger of CNH Global (agricultural and construction equipment) with the commercial vehicle and power train segments divested from FIAT. Significantly improved operating results for the North American segment during entire tenure; doubling operating income to $391MM while reducing the ratio of operating expenses to loans outstanding by 50%, achieving levels benchmarked… Show more Business leader for North American and Australian financial services arms of CNH Industrial, which was created by the merger of CNH Global (agricultural and construction equipment) with the commercial vehicle and power train segments divested from FIAT. Significantly improved operating results for the North American segment during entire tenure; doubling operating income to $391MM while reducing the ratio of operating expenses to loans outstanding by 50%, achieving levels benchmarked as best in class. Internal development of a web based retail (customer) loan system, moving from an environment where dealers faxed in loan applications, and consolidation and restructuring of numerous Capital sales forces into a single, cohesive unit were key enablers.Completed the initial and numerous subsequent public unsecured debt offerings for CNH Industrial Capital LLC. This diversified funding sources for the financial services segment, which was a key milestone for the rating agencies in CNH Industrial’s quest to achieve investment grade status, which occurred in June, 2017. This required the completion of CNH Industrial Capital LLC’s initial S-4 Registration Statement, separate audited financial statements and implementation of Sarbanes Oxley certification processes.Built a small but effective Project Management Office (PMO) within financial services. PMO “lent” to North American equipment business to manage the implementation of a certified pre – owned program. Project reached across the brands, parts, service and warranty groups of CNH Industrial as well as to the dealer body. After successful implementation of this major initiative, the PMO was moved from Capital to the Chief Operating officer for North America, where it’s success continues today. Show less

Leader for the financial services arm of CNH Global (predecessor company to CNH Industrial) with operations in North America, Europe, Brazil and Australia. Also led Trade Finance, which provides distributor and structured customer financing in over 100 countries. Receivables of $22B; 1068 employees. Grew Trading Profit from $292MM in 2005 to $518MM in 2013.Restructured European operations, moving its headquarters and co-locating with equipment brand headquarters. Replaced… Show more Leader for the financial services arm of CNH Global (predecessor company to CNH Industrial) with operations in North America, Europe, Brazil and Australia. Also led Trade Finance, which provides distributor and structured customer financing in over 100 countries. Receivables of $22B; 1068 employees. Grew Trading Profit from $292MM in 2005 to $518MM in 2013.Restructured European operations, moving its headquarters and co-locating with equipment brand headquarters. Replaced country manager structure with a functional based organization, centralized dealer credit underwriting and loan servicing processes. Dealer receivable collection and customer loan originations left in country locations. Grew profitability by 35%, improved retail loan market share and significantly reduced wholesale delinquency. Reduced staffing costs by 30%.Restructured and rebuilt the operations of a wholly owned, regulated bank in Brazil after an extended period of poor crop harvests, strengthening of the Brazilian currency and other factors significantly impacted results. Replaced key senior and next level personnel, and addressed retail loan underwriting and collection challenges. Restored the bank to profitability, and it continues to be among the most profitable captive banks in Brazil.In conjunction with FIAT, developed and installed a common dealer financing system that was deployed across Europe, Australia and Trade Finance. Implemented global wholesale credit policy and guidelines. Held global sessions focused on wholesale portfolio management best practices. Reduced delinquency to record lows. Enhanced financial services capabilities in Australia as this country grew in significance for CNH Industrial. Negotiated improvements in wholesale and retail financing agreements with key banks. Successfully integrated the IVECO operations into the existing Capital structure. Capital’s leader subsequently moved into key position of leader for IVECO’s Australian operation. Show less

Interim Chief Financial Officer for CNH Global (a NYSE registrant and a predecessor company to CNH Industrial). Served in this capacity concurrently with the role as President, CNH Capital. Led a team of 500 professionals.Focused the organization on cash flow generation during this difficult economic period. Set a goal for a $1B working capital reduction, implemented specific objectives and accountability. Achieved a $1.2B reduction, exceeded both street and internal… Show more Interim Chief Financial Officer for CNH Global (a NYSE registrant and a predecessor company to CNH Industrial). Served in this capacity concurrently with the role as President, CNH Capital. Led a team of 500 professionals.Focused the organization on cash flow generation during this difficult economic period. Set a goal for a $1B working capital reduction, implemented specific objectives and accountability. Achieved a $1.2B reduction, exceeded both street and internal expectations.CNH Global and CNH Capital shared a Treasury team which reported to the Chief Financial Officer. CNH Capital was reliant primarily on the securitization markets for funding its operation in North America and Australia. Disruption to these markets during the global financial crisis left CNH Capital without adequate external sources to fund its operation. We assigned a special Capital team to work with Treasury and closed over 20 funding transactions in 2009, establishing new relationships with Bank of America, Wells Fargo, Toronto Dominion Bank, Farm Credit Leasing and ANZ Bank in Australia.Successfully placed a $1B public bond offering.Recruited a Chief Accounting Officer and Director of Investor Relations. Restructured other key positions to separate focus on business operations and accounting requirements. Show less

Fremont General Corporation was a NYSE registrant whose principal operating units included Fremont Investment & Loan which provided residential and commercial real estate mortgages and invested in commercial bank loans and Fremont Financial, who provided asset based loans up to $3MM. Led technology function for a $10B FDIC insured bank institution with 2400 employees. Built a high-performance team during a period of tremendous growth, creating a new attitude towards service while… Show more Fremont General Corporation was a NYSE registrant whose principal operating units included Fremont Investment & Loan which provided residential and commercial real estate mortgages and invested in commercial bank loans and Fremont Financial, who provided asset based loans up to $3MM. Led technology function for a $10B FDIC insured bank institution with 2400 employees. Built a high-performance team during a period of tremendous growth, creating a new attitude towards service while improving numerous processes.Inventoried initial existing projects and established a rationalization and prioritization process. Eliminated 40% of these projects, enabling focus on key opportunities and needs, and improving utilization of platform development resources.Recognized and leveraged potential for a new inbound and outbound call center technology platform originally proposed as an outbound only solution by one of the three key business units where it was ultimately deployed. Increased outbound call and inbound call efficiency by 5x and 2x, respectively while retiring two existing legacy platforms.Implemented customer service / help desk metrics and tracking; these were essentially non-existent. Utilized a third party to design a plan, implement and train staff. Shared the plan and monthly results with the business units. Metrics were significantly and consistently improved. Insight into key issues was enhanced, and root cause analysis enabled elimination of sources of key issues. Later, served on a panel of IT professionals for a session at a conference held in Las Vegas by the third-party provider. Presented vision and roadmap for, and implemented, the Enterprise Information Security function establishing a foundation for business continuity planning which evaluated alternatives and implemented significant enhancements. Attained 100% of application recovery time objectives within one year and addressed a key concern of regulators. Show less

Led two business units. Fremont Financial's lending unit had $700MM of assets and provided working capital loans to small / lower middle market companies. The Syndicated Loan Group also had ~ $700MM of assets managed, and purchased interests in senior secured loans.Promoted to Chief Operating Officer in 1999 after successfully establishing the Syndicated Loan Group in 1988.Fremont Financial's core lending business was a marginal performer. Loan yields were extremely attractive… Show more Led two business units. Fremont Financial's lending unit had $700MM of assets and provided working capital loans to small / lower middle market companies. The Syndicated Loan Group also had ~ $700MM of assets managed, and purchased interests in senior secured loans.Promoted to Chief Operating Officer in 1999 after successfully establishing the Syndicated Loan Group in 1988.Fremont Financial's core lending business was a marginal performer. Loan yields were extremely attractive, but small loan size, shorter loan tenure and the cost structure overwhelmed the high margins.Analyzed the business, separating costs into two centers - loan origination and loan servicing. Summarized analysis for CEO of parent company, recommended and implemented a plan to attain profitability. Revised pricing strategy to focus on total profitability, not just yield. New pricing model incorporated origination and servicing costs which encouraged longer term borrower agreements to absorb origination costs. Implemented cycle times for prospect screening, underwriting and closing. Reduced cycle times by 20 - 30%. Grew the asset base by 15%.Consolidated four regional centers into two, reduced headcount from 195 to 120 and saving $15MM in annual costs.Developed an automated process for borrowers to submit their accounts receivable ledgers for determining how much borrowers were eligible to borrow. This significantly reduced risk, as well loan servicing costs.After attaining profitability, the strategic decision was made to sell the entire financial services business. Coordinated due diligence for prospective buyers, enabling the sale of this business for a $20MM premium to net book vale.During this time period, demand for senior secured bank loans overcame supply, compressing margin and increasing risks. In conjunction with the sale of Fremont Financial, we sold or liquidated the syndicated loan portfolio in 2002.Assumed Chief Information Officer role in 2002. Show less

Recruited to lead and expand capabilities of group purchasing interests in a variety of senior secured credit facilities. This is best described as a mutual fund of non-investment grade bank loans. Loans consisted of large credit facilities underwritten and managed by investment banks and large banks. Overall credit facilities were generally $1B or larger in total. Our group typically purchased an interest in the overall loan of $5MM - $10MM. Loan interests were purchased in the primary market… Show more Recruited to lead and expand capabilities of group purchasing interests in a variety of senior secured credit facilities. This is best described as a mutual fund of non-investment grade bank loans. Loans consisted of large credit facilities underwritten and managed by investment banks and large banks. Overall credit facilities were generally $1B or larger in total. Our group typically purchased an interest in the overall loan of $5MM - $10MM. Loan interests were purchased in the primary market when loans were underwritten and syndicated by these large banks and investment banks, as well as in the secondary bank market from institutions including Goldman Sachs, Chase, Bank of America and Deutsche Bank.Business had $50MM in loans outstanding; grew it to $700MM. Hired 5 professionals to evaluate purchasing and sale decisions for positions.Established efficient and effective processes for underwriting and credit administration, enabling the group to exceed it's goal of $18MM while managing risk costs.Evaluated, selected and implemented a system used by mutual "prime rate" funds to track loan purchases, sales, interest and fees earned. Show less

Lending group that sourced, underwrote and financed asset based and leveraged transactions. Hired initially as a Vice-President by the business unit leader who subsequently left; then shared responsibility for the group's leadership with another co-head who led the marketing and sales team. Promoted from Vice-President to Senior Vice-President. Led an underwriting and portfolio administration team of 20. Assets grew to over $700MM.Exceeded all targets for asset growth, profits… Show more Lending group that sourced, underwrote and financed asset based and leveraged transactions. Hired initially as a Vice-President by the business unit leader who subsequently left; then shared responsibility for the group's leadership with another co-head who led the marketing and sales team. Promoted from Vice-President to Senior Vice-President. Led an underwriting and portfolio administration team of 20. Assets grew to over $700MM.Exceeded all targets for asset growth, profits and returns and cash on deposit at the institution from borrowers in our group.Led an initiative for a "1+" loan rating system that was adopted by Union Bank's Chief Credit Officer and accepted by regulators at the FDIC. Demonstrated that the collateral available from our borrowers (generally accounts receivable and inventory), as well as our ability to manage risks, warranted the credit scoring of our borrowers on the standard ten point borrower rating scale used by the FDIC to be one grade higher than that warranted solely on the borrower's credit metrics. This was absolutely critical to this operating unit's business plan and success. Show less

Successful tenure as demonstrated by diversity of roles and promotions.CONTROLLER, DRILLING OPERATIONS (1986) Houston, TXUnique entree to GE Capital from CFO of an offshore drilling company in Houston, TX unable to service debt owed to GE Capital in the devastation of the 1980's oil crash. A consensual settlement resulted in the return of three offshore rigs to GE Capital. Joined a GE Capital team that took possession of these rigs and land drilling rigs from another… Show more Successful tenure as demonstrated by diversity of roles and promotions.CONTROLLER, DRILLING OPERATIONS (1986) Houston, TXUnique entree to GE Capital from CFO of an offshore drilling company in Houston, TX unable to service debt owed to GE Capital in the devastation of the 1980's oil crash. A consensual settlement resulted in the return of three offshore rigs to GE Capital. Joined a GE Capital team that took possession of these rigs and land drilling rigs from another distressed borrower. This team negotiated an asset for equity transaction with a publicly held drilling company for all of this equipment. MANAGER, GELCO INTEGRATION, OFFICE OF EXECUTIVE VICE PRESIDENT (1987 - 1988) Stamford, CTLed the integration of the $2.5B acquisition of Gelco Corporation into GE Capital including (1) merger of two GE auto leasing units with Gelco's auto leasing segment (2) consolidation of Gelco's cargo container company into GE's Genstar operations (3) combination of Gelco's truck leasing business with Penske Leasing, a joint venture that GE ultimately exercised its option attained in this merger to own 100% of (4) sale of two Gelco business units (5) completion of the asset valuation and purchase accounting analysis and (6) implementation of strategies to maximize tax attributes attained. PORTFOLIO MANAGER, CORPORATE FINANCE GROUP (1989 - 1990) Stamford, CTTransitioned from finance to loan portfolio management for group providing capital to leveraged buyouts. SENIOR PORTFOLIO MANAGER, STRUCTURED FINANCE GROUP (1991) Stamford, CTManaged turnaround situations for group that funded the construction and start-up of operations for industrial projects.ASSISTANT VICE PRESIDENT, COMMERCIAL FINANCE (1992 - 1993) Stamford, CTUnderwrote and managed working capital and senior secured loans. VICE PRESIDENT, COMMERCIAL FINANCE (1994 - 1996) Los Angeles, CAPromoted to co-head for USA Western region; led underwriting and portfolio management. Show less

Privately held offshore oil and gas drilling company that had five rigs in total; owned three of these and was the general partner of two limited partnerships, each of which owned one rig.Broad role included accounting, tax planning and administration, lending relationships, investor relations and communications with limited partners, property and casualty insurance administration and benefit plan design and administration. Encountered a prolonged and devastating downturn in the… Show more Privately held offshore oil and gas drilling company that had five rigs in total; owned three of these and was the general partner of two limited partnerships, each of which owned one rig.Broad role included accounting, tax planning and administration, lending relationships, investor relations and communications with limited partners, property and casualty insurance administration and benefit plan design and administration. Encountered a prolonged and devastating downturn in the oil and gas industry in the mid-1980's. Although difficult, this was a unique experience as we negotiated settlements with the lenders for all rigs. Completed this without triggering adverse consequences for the limited partners in the two partnerships. Show less

Led accounting, tax and payroll functions for this oil and gas service company during a period of rapid growth after it was taken private in a venture with Bechtel and Hanna Mining Company. Led a staff of 25.Implemented a new accounting system, and reengineered accounting processes which included the decentralization of many key functions which improved revenue and cost controls and accuracy in cost center reporting and management.Integrated two acquisitions.

Diversified client base, with public and private companies. Promoted to Senior Auditor.