Tony Cadena Email & Phone Number

Corvallis, Oregon, United States

Portland, Oregon Area

Teach in the MBA for Professionals Program. Focus areas are: Leadership Effectiveness and Development, and the Integrated Management Project (Capstone Course).

Portland, Or

Portland, Oregon Area

Work with the Executive Director to document core organizational processes, select and manage partner organizations, measure and evaluate collective impact, and establish a sustainable and scalable model working with literacy partners to improve childhood literacy.

Provide extensive range of accounting, financial, operational, general management and strategic business management. Aid organization to mature current processes and establish foundational supporting structure and processes for future growth.

Led Operations to increase Gross Margin significantly / Drove lower support costs and higher customer satisfaction for IPG Commercial Products / Developed new operational capabilities to support IPG “High Value” businesses• In 2007, reduced IPG Commercial Products Warranty costs as revenue increased 10-20% (varied by product line) while improving Customer Satisfaction survey results in key Support deliverables.• Drove substantial improvement in GIB Gross Margin by focusing on Operational execution and efficiency. Initial focus was on HP Indigo Digital Presses. Profit improvement plans (10+ percentage point improvement in Digital Press Gross Margin) were executed ahead of schedule with no business or customer disruption.• New revenue opportunities were identified via the focus on operational core competencies, including creating a business model to pursue a cross-IPG high-end paper handling/finishing opportunity.• Developed and drove to implementation the requirements for an IPG “High Value Supply Chain” that benefited multiple GIB businesses and, potentially, other IPG businesses. In contrast to IPG’s Volume businesses, High Value businesses were characterized by high customer touch, configured solutions and high availability of printing products and services.• Created a GIB-wide Operations Steering Committee which established metric and goals for leverage opportunities. Areas addressed were: cross-GIB electrical/mechanical parts sourcing, manufacturing partner selection and consolidation, and a consolidated integration, installation and distribution strategy.

Built business case for IPG Senior Management leading to 2 major Transformation Programs / Programs resulted in annual savings of $1BReported to SVP IPG Finance and SVP IPG Transformation Manager. Co-managed the Transformation Program Office, directly managing cross-Group Finance team focus on Operational Excellence.Results:• Identified, quantified and drove to decision and implementation opportunities to free up human and financial resources to fund growth initiatives while continuing to deliver against business and financial objectives.• Provided measurement, senior management reporting and assurance of progress tracking for value capture activities. Drove metrics development and deployment.• Phase 1 generated $500MM of annual savings vs. an addressable spend of $5B in primarily manufacturing, supply chain and distribution costs.• Phase 2 generating $600MM of annual savings vs. an addressable spend of $6B in all areas of COGS and Operating Expenses (R&D & Marketing in particular).

Managed direct and worldwide Operations Finance team of 200+ / Drove IPG Cost Reduction Plan of Record to deliver $500MM+ annual savings Results:Led the Finance Function responsible for Imaging and Inkjet Printing hardware manufacturing, Distribution and Product Completion, Consumer Support and Service, IPG Information Technology, and IPG Tax Planning. • Developed an integrated IPG Cost Reduction POR, setting aggressive goals to cut annual costs in excess of $500MM in material and supply chain costs, including overhead, distribution, tooling, etc.• Institutionalized cross-HP Supply Chain Metrics enabling internal and external benchmarking to set world class cost goals.• Managed IT spending and priorities reducing IPG IT by 15% or $60MM.• Managed Operations-wide compliance with Sarbanes-Oxley Act.

Ensured IPS Commercial businesses met operational business and financial goals / Drove cost reduction plans for product generation business units

Managed direct and worldwide Finance team of 300+ Led the Finance Function for this $11B business. Optimized Product Generation decisions (in excess of $1B) keeping expense growth flat while delivering significant revenue and market share growth. Ensured compliance and Standards of Business Conduct were met throughout the Imaging Systems Group.

Managed direct and worldwide Finance team of 130+ / Drove all financial decisions relating to R&D, Manufacturing Capacity, Cost Goals, Pricing and After-Market Investments• Revenue increased from $1B to $4B and operating margin increased over 10 percentage points,• Drove Cost Reduction and “pen cost” goals.• Championed and implemented current and forward-looking “systems” financial decision and performance measurement process which drove printer hardware and supplies platform development decisions. Also used to evaluate Business Unit performance measurement and segment analysis.• Managed HP’s single largest capital budget for an individual business unit.• Optimized HP’s tax benefits, working with Corporate Tax, by several hundred million dollars annually.• Ensured compliance with Internal and External Audit standards.• Led Business Unit-wide Y2K Readiness Program resulting in no business disruption.

Mba, Finance

Ba, Economics & Psychology