Doug White Email & Phone Number

Richmond, Va Virginia

Whitestone Partners is a management consulting firm that works with small and midsize companies to help them achieve their business objectives. Examples, of our work with clients include detailed financial modeling, operations improvement, strategic planning, negotiating the sale of a business, personnel development and management training.

Fort Washington, Pa, Us

Lincoln Investment is a Broker/Dealer with approximately 450 financial representatives that focuses on the retirement savings market. I took over responsibility for back office operations including Information Technology. Processing was largely paper based and manual. There was limited ability to track work on the floor. No metrics existed to measure performance. Policies and procedures were not well documented. Knowledge was passed from experienced processor to new hire resulting in inconsistent processing. It would often take a processor several months to reach full productivity. My challenge was to turn this into a scalable business.My team and I developed and rolled out an imaging and workflow system that moved the company toward paperless processing and allowed tasks to be divided into smaller pieces that could be learned quickly. Systems for tracking work on the floor were developed. Productivity and error rates were measured at the processor level and for the first time processors were held accountable for their work. Service Level Agreements were established that defined the timeframes within which work was to be processed and achievement rates were calculated. Standard Operating Procedures were developed to ensure consistent training and processing.As a result, new processors could be trained on a more narrow set of tasks and were able to become fully productive in about one week. When market volatility and regulatory changes led to a doubling of processing volume we were able to add additional processors and have them become productive rapidly. Service Level Achievement Rates improved from the mid-eighties to above 99.5%. Errors that impacted investors and/or our financial representatives were reduced by 67%. In addition, we increased revenue from networking fees by $750,000 per year and reduced rejected paperwork by 25%.

El Segundo, California, Us

Upromise allows its members to save money that can be used to pay for college educations by utilizing selected financial services and purchasing the products of partner organizations. In addition, Upromise administers the 529 plans for nine states. As a part of a reconstructed leadership team, I took over a company that had been growing very rapidly, but completely lacked operational integrity. There was no operations group and significant errors in revenue and member balances were routine.I created an operations group by consolidating multiple functions from across the company. My team and I then executed a systematic error reduction process by standardizing our offerings, establishing operational reporting metrics, putting in place a series of operational checks and balances, and implementing a process that identified and eliminated the root cause of errors.Operational errors were reduced by over 80% and the integrity of our revenue and member balances was significantly enhanced. In May of 2006 we announced that we have agreed to be acquired by Sallie Mae.

Mclean, Va, Us

Headed the following groups within Capital One:- Installment Loans- Home Equity Loans- Risk Innovation- US Card Operations- Collections and Recoveries

Bernstein, AG, a $65 million per year German manufacturer of switches, proximity sensors and enclosures approached me while I was running Weidmüller requesting that I start-up their US operation. When I accepted this challenge, Bernstein had no operations in the US. Therefore, I had to build Bernstein, Inc. from the ground up.The primary activities involved hiring personnel, establishing a sales organization consisting of 18 Manufacturer’s Representatives and 30 Distributors, developing basic infrastructure including IT systems and financial reporting capabilities, and setting up a warehouse and assembly operation.The result of this effort was that we grew the business to nearly $5 million in revenue while operating profitably.

Weidmüller is a German owned manufacturer of electrical and electronic connectors. When I took over as President and CEO of the US operation it had revenues of $30 million per year, was operating at breakeven, had about 100 employees and was growing revenue at 7% per year (slightly faster than the industry growth rate). The primary objective was to significantly increase sales growth and drive a meaningful increase in profitability.After thorough analysis my team and I developed a vision to grow sales profitably by being the easiest company in the industry with which to do business. In support of this vision, we created an innovative new software package that made the customer’s job significantly easier by greatly simplifying the product selection process and automatically producing engineering drawings. This fundamentally changed the basis of competition in the industry. The result was that sales growth increased from 7% per year to 15% per year. Weidmüller, Inc.’s profits in the last two and a half years under my leadership exceeded the cumulative profits since its founding 19 years prior to my tenure. By the time I left, revenue had grown by 50% from $30 million to $45 million while the number of employees grew at a much slower rate from 100 people to 125 people.

In February of 1991 the AMF group of companies acquired Reece, Inc. a manufacturer of industrial sewing machines. Reece was saved from bankruptcy by the infusion of cash from AMF. At the time of the acquisition, AMF Reece had an annualized cash flow of negative $12 million on sales of $50 million. The company’s far-flung operations spanned the globe and included manufacturing facilities in the US, the UK and Holland, as well as, sales and servicing offices in Hong Kong, the US, the UK, France and Germany. In total there were 714 employees.My management team and I developed and executed a decisive plan to turn around the business and restore profitability. Key elements of the plan included: (1) Exiting three unprofitable businesses, (2) Rationalizing the product line to eliminate unprofitable models, (3) Reducing direct manufacturing costs by moving the primary US manufacturing facility from Maine to Virginia, (4) Significantly reducing selling and administrative costs by closing 16 facilities worldwide and reducing headcount from 714 to 350, and (5) Increasing the prices of spare parts by approximately 15% after determining that demand was relatively inelastic.The result was that the company went from the verge of bankruptcy to the most profitable company in the industry. With revenues of $40 million annually, the company was throwing off $6 million of cash per year.

Us

Master Of Business Administration (Mba), Business Administration And Management, General

Msme, Mechanical Engineering

Bs, Physics

Education record