Career Summary Experienced FINANCE AND INVESTOR RELATIONS EXECUTIVE with a demonstrated track record of generating millions in shareholder value. Led projects that contributed to $75M in incremental revenue, $49.6M in expense savings and a 300% improvement in operating margin. Proven ability to lead employees and organizations. Strong communicator with a track record of providing direction and conveying complex information. An executive with a strong work ethic, a commitment to excellence, and an uncompromising level of integrity.
- Financial Analysis & Modeling - Investor Relations - Human Resources - Labor Relations & Negotiations - Compensation & Benefits - Budgeting & Planning - Startup & IPO Experience - FP&A - Mergers & Acquisitions
CONSOLIDATED COMMUNICATIONS, Conroe, TX 2004 to 2013 $620M (Nasdaq: CNSL) local telecommunications service provider with 1,775 employees offering voice, video and data services to both residential and business customers in 6 states.
Vice President 2008 to 2013 Recruited by SVP to interject needed financial discipline and leadership into the human resources function.
Responsible for overall employee costs, recruiting, employee relations, labor relations, compensation and benefits, payroll and corporate communications. Multi-state responsibilities leading a team of 20, with 8 direct reports. Responsibility for the $29M corporate health and welfare budget, and $5M department budget.
Results: - Contained annual health care increases to 3.2% compared to the industry average of 12%+ by instituting cost containment programs. - Reduced $13.1M in wage, health and welfare and operational costs through renegotiation of 4 collective bargaining agreements. - Reduced $30.6M in annual expense by partnering with other executives to reduce employee headcount by 400. - Saved $1.6M in wages and benefits by successfully fighting off the Unions challenge to the Companys customer service consolidation efforts. - Saved $563K in annual expense by reducing department headcount by 9, or almost 50%.
Containment of Health Care Costs Achieved through implementation of new programs, shifting the employer/employee premium split and driving employees to be more cost conscious health care consumers. Leveraged best practices, vendor programs and knowledge of employee base, to save $2.3M annually. Through negotiated union concessions, was able lower the Companys liability for health care premiums. This premium shift, the rollout of new programs, changes to health care plan design and education, instilled a more cost conscious mentality with employees.
Vice President, Investor Relations 2005-2008 Promoted into the role to create and lead the investor relations function for a newly public company. Results: - Created and led investor relations function from time of IPO. - Along with the CFO, was a primary financial interface with the investment community for $200M IPO. - Through a period of rapid changes in the business and economic challenges was able to communicate the Companys message and contribute to the growth in the stock price, between $12-24 per share. - Reduced by 20% the time involved in the quarterly earnings process by enhancing the quality and thoroughness of the content provided to the executive team. - Led all investor communications/interaction associated with a $375M acquisition.
Creation of Investor Relations Program Designed the IR program by researching best in class investor relations models, seeking input from current and former Wall Street analysts and our legal team. Marshaled executive and functional resources needed to support the program. Designed detailed processes for supporting quarterly earnings calls, road show presentations, analyst conferences and ad hoc analyzes. Drafted the script/presentation/Q&A and worked with the CEO and CFO to polish the final version. Worked directly with 6 sell-side analysts, in excess of 50 buy-side analysts and the retail investor base to field questions and deliver the investor message.
Successful IPO Interacted directly with Wall Street bankers, investment analysts and attorneys to effectively create and deliver the Companys message. Required coordination among the Company team to ensure accuracy/consistency of data, the creation of financial models and analyzes to support position, and the ultimate communication of the message.
Board Member Company representative/board member on 5 Verizon Wireless partnerships. Represented Companys strategic interest on the Board, ensuring the partnerships remained viable and cash flow remained strong and dependable. Partnerships generated significant cash flow for the Company, growing from $5M to in excess of $22M annually.
Controller, Texas 2004-2005 Recruited into this role by Company's CFO in conjunction with Companys acquisition of TXU Communications. Charter was to support the initial capitalization of the new company and to lead the TX finance/accounting team to ensure continuity and accuracy of financial reporting, and maintenance of the financial control environment. Managed 35 professionals with six direct reports and a $3.1M departmental budget.
Results: - Part of a small team responsible for the initial $667M capitalization of Company, supported this effort through the creation and communication of forecast data and multiple financial analyzes. - Reduced $350K in compensation and benefit costs by streamlining organization and reducing headcount. - Maintained integrity of accounting processes and control environment by both adhering to and enhancing financial controls. - Developed tools and processes to ensure $20M synergy target was realized.
$667M Capitalization Role was to provide financial support and contribute to the Offering Memorandum, along with the communication of various complex issues to the bankers and attorneys. Leveraged modeling and financial analysis background, business acumen and internal relationships to build accurate, comprehensive and insightful models. Along with CFO and other executives, successfully pitched the story to multiple banker groups.
TXU COMUNICATIONS, Irving, TX 2002-2004 Local telecommunications service provider offering voice, video and data services to both residential and business customers in Texas. $215M in annual revenue, with 900 employees.
Senior Director, Financial, Planning and Analysis Hired into this role by the CFO from outside the company. TXU Communications planned to grow its business through mergers & acquisitions and was given the charge to create an FP&A group to support this initiative. Managed 8 professionals with 3 direct reports and a departmental budget of $1.2M.
Results: - Contributed to a $20M (+300%) improvement in annual operating margin by developing financial processes and controls. - Led financial team associated with the $532M sale of TXU Communications. - Increased ROI capital by +10% by implementing a structured financial review process for capital investment. - Created the annual budget process by developing models and detailed support processes that yielded accurate and comprehensive results.
300% Increase in Operating Margin Leveraged industry and business background, along with financial modeling acumen, to implement and support processes that provided the business with visibility into performance, trends and projections. This required re-staffing the group and leading the team to ensure applicability and accuracy of output. These tools allowed the senior team to make sound and financially prudent business decisions that drove revenue increases, cost reductions and operational improvements.
Financial Lead for Sale of Company Chosen by CEO and CFO as the financial lead for the sale because of my in-depth knowledge of the Company's financial position, modeling skills and ability to effectively communicate complex ideas and concepts. This involved building a five-year income statement, balance sheet and cash flow forecast, drafting the financial sections of the "sales pitch" and Offering Memorandum, numerous presentations to and discussions with the 7 potential buyers on a wide array of financial topics, leading a detailed financial due diligence process with the 2 finalists and multiple modeling exercises in support of the asking price.
VERIZON WIRELESS, Westlake, TX 2000-2001 A leading provider of wireless voice and data services throughout the United States.
Executive Director, Pricing and Product Management Recruited into the Director of Pricing role at the formation of Verizon Wireless and subsequently given responsibility for product management and promoted to Executive Director. Responsible for the Southwest Region (Texas, Louisiana and Oklahoma), generating in excess of $750M in annual revenue. Managed 12 professionals, with 4 direct reports and a departmental budget of $2.5M.
Results: - Contributed to a $75M increase in revenue and 15.5% increase in subscribers by initiating pricing changes and product launches. - Reduced time to market for product launches by 2 days or 14% through streamlining of processes. - Created a revenue forecasting procedure by developing tools and the underlying processes that yielded accurate and comprehensive results.
Driver of Revenue Increase and Subscriber Growth Through pricing initiatives and product launches was a key contributor to a $75M increase in revenue and a 15.5% increase in subscribers. By leveraging knowledge of the competitive landscape, the product development schedule and in consultation with members of the leadership team, designed price plans and timed product launches to maximize grow. Implementation required interaction with IT to ensure billing system set up, sales operations to ensure promotional collateral and plan specifics were available and understood, and advertising to ensure ad copy was accurate and would drive the desired consumer behavior. Post rollout monitored sales activity and customer feedback to determine success and learnings for next time.
Reduced Time to Market Cut internal development time by 14% through detailed process flow development. By soliciting input from critical departments, defining/refining deliverables, and streamlining the launch package to ensure all requirements were met and to reduce questions, confusion and potential delay later in the process. And working with product vendors to standardize format of promotional material for quicker assimilation into Verizons processes.
PRIMECO PERSONAL COMMUNICATIONS, Dallas, TX 1995-2000 Wireless communications provider with operations in 7 states. Assets ultimately contributed to Verizon Wireless.
Director of Business Planning, Marketing 1999-2000 (~5 months) Recruited by CFO to provide financial leadership to marketing and sales operations. Managed 3 professionals with 2 direct reports.
Results: - Generated $10.8M in Annual Revenue In conjunction with a small group from sales and marketing, created and executed promotional plans that generated $10.8M in annual revenue. Contributed not only financial input, but, given my field experience, also operational input. Brainstormed ideas that were competitively attractive, determined viability from financial, billing and sales operations perspectives, developed detailed implementation plans and tracked results.
Regional Finance Director/Finance Director 1995-1999 Hired into the Finance Director role with responsibility for one market and ultimately promoted into the Regional position with responsibility for 4 markets spread across 2 states.
PrimeCo was a startup wireless company. Was one of the first employees and was tasked with building the market's financial infrastructure from scratch. Ultimately was responsible for financial operations that comprised 40% of total company. Regional finance department totaled 15 professionals, with 4 direct reports and a departmental budget of $2.3M.
Results: - Contributed to grow in annual revenue from $0 to over $500M and subscribers from 0 to over 300K through detailed process development. - Oversaw $50M annual capital budget by creating processes and models to capture and track activity. - Formulated market's/region's annual operating budgets, by working cross functionally to determine initiatives, validate assumptions and ensure alignment across all departments. Along with market GM, approved plans at the local level and presented to CEO and CFO for final approval. - Reduced annual expense by $750K by consolidating market finance functions into a regional organization.
$500M Growth in Revenue and 300K Growth in Subscribers In collaboration with other department heads, leveraged knowledge of the business, the competition, and financial modeling, to develop pricing and promotional initiatives that drove revenue and subscriber growth. Worked with the sales and marketing departments to understand proposals, utilized the models to determine the economic viability, iterated until all parties were in alignment on structure and components of the offer. Tracked results to validate success and identify improvements.
BELL ATLANTIC CORPORATION, Philadelphia, PA 1985 - 1995 Experience encompassed various management positions of increasing responsibility in the accounting, finance and planning organizations.
EDUCATION MBA, concentration in finance - The Pennsylvania State University, University Park, PA BS, finance and management - Ithaca College, Ithaca, New York. Graduated in top 10% of class |