Westerville, Ohio, United States
A results oriented leader with over 25 years experience in business operations and financial management with the best interest of shareholders, customers, and employees. An expert in budgeting, forecasting, developing strategic initiatives, and dedicated to maintaining a reputation built on quality, service, and speed to market. Very knowledgeable of the banking industry and a proven track record to effectively lead through numerous business cycles in a highly matrixed global environment.
Business Unit CFO of the Operations group supporting Global Business and Document Services (GBDS), the primary print production and mail distribution group for JPMorgan Chase. Annual spend of $422M with 913 associates. - Managed finance team responsible for the holistic oversight and support of financial planning and analysis, product costing and recovery, project tracking and control, partnership with Operations Executives, and line of business (customer) engagement. - Developed and implemented a robust product costing / allocation recovery methodology that consolidated over 100+ products into 32 operational products while increasing the flexibility, sustainability, and accuracy in the core model. This allowed GBDS not only to demonstrate the customers actual expense by component / product but also to show where the levers of cost reduction were and what specific moves to make to reduce there product expense. This resulted in an annualized savings of $4.2M. - Partnered with business leaders as GBDS finance lead in support of the Paperless Initiatives (Electronification of Statements and Paper Fulfillment) to reduce paper and other raw material usage through a variety of initiatives and channels to achieve an overall Firm wide savings of $528M ($124M GBDS specific). - Led initiative to in source additional 100M+ in volume from Card Marketing (Internal business with 2/3 of their volume currently out-sourced). This drove a Firm wide savings of $1M annually and allowed GBDS to spread $8M in fixed expense thus reducing the price per statement / Letter for existing customers.
Operational responsibility for the Collections and Recovery Hotline, Transaction Processing, and Infrastructure Support groups which are responsible for minimizing product losses for the Consumer and Business Banking segments with focus on Customer Experience. Led a team of 120+ associates, annual budget $4M with $33M+ of annual cured losses. - Developed, built, and led an 80+ person Call Center team that operates as a boutique service to primarily internal bank customers such as Retail Branches, Telephone Banking, and Claims to assist with questions or concerns the customer may have in regards to their overdrawn or charged off deposit account. The call centers primary mission is to solve issues for the customer and enhance customer experience. - Led a Call Handle time reduction initiative. Efficiencies of $.4M and 11 headcount reductions were achieved. - Sourced and implement an automated labor planning and scheduling tool that enabled us to measure our key metrics effectively and allowed us to make significant Utilization improvements. Efficiencies of $.4M and 13 headcount reductions were achieved. - Meaningful improvement in Operating metrics; 9% improvement in Connect Us direct Banker Feedback Top Box Scores and a 20% decrease in Bottom box scores, 35% inbound service level improvement, 98% decrease in abandon calls, 68% decrease in production outages. - Streamline and automate where applicable all of the back office systems (Setoff processing, settlements, Fee Waivers, and account reopens) increasing daily recoveries by 50% or $2.4M and decreasing customer complaints by 92%. - Developed and led an effort to maximize dialer time and efficiency, and minimize idle time by creating a blend job environment where associates would move automatically in-between dialer jobs based on demand. This reduced the need to hire 35 associates with a savings of $1.2M.
Business Unit CFO of the technology group supporting Centralized Transaction Operations (Check Processing, Lockbox, Image Archives), Commercial Bank Technology, and Corporate Technology Systems (HR, Legal, and Finance). Annual spend of $200M with 400 associates. - Managed finance team responsible for financial planning and analysis, product costing and recovery, project tracking and control, partnership with accounting, conversions, and line of business (customer) engagement. - Developed and implemented a product costing / allocation recovery methodology that matrixed 120+ software applications into 30 logical production recovery applications. This enabled the group to be 100% recovered via the line of business actual system users. Held monthly allocation reviews with all lines of business (Retail Bank, Commercial Bank, Treasury Services, Asset and Wealth, Investment Bank, and Corporate Sector). - Partnered with technology as finance lead in support of a 3 year Image Transformation initiative that transitioned manual check capture systems for Retail Branches, ATM, and Mobile channels from a paper based regional platform to a 100% image based platform. Operational saving of $450M and 4000+ associates was achieved. - Led an effort in conjunction with application development to re-tier the largest check, statement, and document archive to a cheaper level of storage with like performance during a platform re-host project that resulted in an annual savings of $40M. - Implemented a clean up of allocated IT expenses which resulted in the review and removal of unnecessary IT cost for phones, PCs, Blackberries, etc. yielding $7M in annualized expense reductions. - Mapped Washington Mutual’s check processing and check, statement, and document archives (10 applications, $33M, and 30 headcount into Chase.
Nestle Corporation is the largest privately held food manufacturer in the world and the largest bottled water producer as well. I was the controller of one of the 23 factories in North America. Annual spend of $100M with 200 associates. As controller, I was responsible for the financial support including accounting, reporting, forecasting and budgeting, costing and recovery, production planning. - Developed a streamlined hiring process as part of the start up team to on board 200+ associates. - Developed and implemented organizational controls for spending of corporate funds.
Nestle Waters of North America organizes their manufacturing into regions of the country. I was the group factory manager for the Midwest which comprised facilities in Indianapolis Indiana, Hilliard Ohio, and Oakland Maryland. Annual spend of $35M with 100 associates. - Awarded the 1998 “Best Factory of the Year” for the Oakland, Md. Deer Park Operation. - Successfully managed and led a $6M facility upgrade in Hilliard, Oh.
Built a bottled water company and managed all aspects to include, factory operations, customer service, route delivery operations, home and office sales, retail sales, and all financial planning. Annual revenue of $2M+ with 65 associates.