COMPREHENSIVE BACKGROUND IN US AND EUROPEAN CORPORATE FINANCIAL MANAGEMENT AS A PLANT CONTROLLER, DIVISION CONTROLLER AND FINANCIAL INTEGRATOR.
I HAVE WORKED FOR EATON CORPORATION FOR THE PAST 19 YEARS IN POSITIONS OF INCREASING RESPONSIBILITY AND HAVE BEEN INVOLVED IN MANY OF THE CORPORATION'S KEY PROGRAMS - INCLUDING THE DEVELOPMENT OF THE EATON BUSINESS SYSTEM, TAX AND COST REDUCTION INITIATIVES, ACQUISITIONS AND INTEGRATIONS.
I HAVE EXTENSIVE GLOBAL EXPERIENCE AND HAVE DUAL US AND UK CITIZENSHIP. NOW I AM LOOKING FOR A NEW CHALLENGE IN A DYNAMIC GLOBAL ENVIRONMENT - IDEALLY WHERE I CAN UTILIZE MY SOUGHT AFTER SKILLS IN THE FINANCIAL INTEGRATION OF ACQUISITIONS AND FINANCIAL SYSTEMS IMPLEMENTATION.
KEY FINANCIAL SYSTEMS INTEGRATION ACROSS EMEA AND NORTH AFRICA 2009 - 2013
Since 2009 I have been the Financial Implementation Manager for the implementation of Oracle ERP and Financial systems across EMEA for Eaton Corporation's Electrical Group. Managing a dedicated team the key goals delivered have included the seamless transition to the new ERP system and those of Eaton's Shared Service Center from a variety of legacy systems in manufacturing and sales location settings. Major cost savings were all delivered. Not one dollar of sales were lost and all local statutory and corporate accounting requirements were delivered.
ACQUISION AND FINANCIAL INTEGRATION MANAGEMENT ACHIEVEMENTS 2005-2009
For four years I worked on the Acquisition Pipeline for a Division of Eaton's Electrical Group. I became very experienced in analyzing Business Performance of companies of all sizes and also was highly involved in the highly successful Financial Integration of 3 major Global Acquisitions.
In terms of core accomplishments, during this period for 9 months I was based in Brazil and managed the sale of a $100m turnover manufacturing plant that had been part of an acquisition package and which was beset with financial and tax issues. I was able to unravel these issues and get the operation on an even keel financially which was the main action required to be able to negotiate a sale.This resulted in Eaton Corporation's largest profit recovery from a single event in company history.
Another key achievement was the financial integration of the Sydney, Australia business where two businesses were consolidated into one. Again the acquired business had a raft of financial issues - including unreconciled accounting, punitive asset sale and leaseback programs and insolvency and I was able to get the issues resolved prior to the move and a successful financial integration despite a very tight timeline. My negotiations with the banks saved around $5m for the Corporation.
MAJOR GLOBAL INTEGRATION OF $1BN ACQUISITION
During this time I was EMEA Division Controller for Eaton's Electrical Group. The key achievement was the integration of a $500m acquisition in EMEA and APAC and the highly aggressive set of projects including closing and relocating manufacturing and selling locations, outsourcing production and assembly to China and the Eastern Block, integration with the EMEA Shared Service Center and all the aspects of Financial Integration to Eaton's systems and policies, including all the required Purchase Equity adjustments.
As Division Controller I was a key stakeholder in all the decisions taken to integrate this business, make sure that the benefits of each projects were as expected and ensure that there were no adverse financial or accounting implications. To do this I had to develop precise financial models to plan, forecast and monitor the 100+ projects and sub-projects. I reviewed these on a weekly basis with all the relevant functions including sales, supply chain, manufacturing, logistics and HR and this approach was key to the success of the overall project as we were able to spot any issues and adapt our planning immediately despite the fact that the projects were being implemented in many diverse Global locations.
I believe my success in these key appointments are mainly due to my high personal drive and commitment to exceed goals. I am also highly analytical and take great pride in solving technical issues whether financial in nature or otherwise. When faced with seemingly insurmountable issues I believe strongly in the power of Leadership and have never shirked away from putting my neck on the line when the going gets tough.
Based in Morges Switzerland but living in Raleigh, North Carolina. BPO for Finance for Eaton's $3BN EMEA Electrical Division reporting to the Vice President of EMEA Finance - with the main project being the implementation of Oracle ERP and Financial systems across the region.
As Business Initiatives Manger I was heavily involved in acquisitions, divestitures and integrations for a highly acquisitive Division of Eaton's Electrical Group. As part of this role I also performed integration projects in Brazil, Mexico, France and Australia and reported to the Director of Finance for Eaton's Powerware Electrical Group.
In this role I was responsible for all aspects of Financial Management and Control for a $500m European and APAC Division that had been recently acquired. The role included substantial Integration activity and Project Management.
Division Financial Controller responsible for all aspects of Financial Management and Control for a $350m Division with 9 manufacturing locations within the US. In this role I also provided the financial management of a $50m R&D project. I also participated in the pilot LEAN manufacturing case for Eaton Business System and attended the University of Tennessee for six months with a small team to develop the methodology which has been a resounding success and has been of great use to me in my career since that point.
$150m Electrical PQSO Plant with full vertically integrated manufacturing. Role included the management of the Puerto Rico / Caribbean basin tax incentives. This role was really my career launch pad within Eaton as I was the leader of initiatives to decrease inventory ($32m to $20m in 2 years) and increase Operating Profit (5% to 15% in 2 years) – the principal drivers for which were the complete overhaul of the inventory management and standard costing systems and the separation of the business into profit centers – which allowed management to make informed decisions on product pricing and development, materials management and manufacturing improvement.
I joined Eaton Corporation in 1994 and joined the Internal Audit Department with assignments in UK, Italy, Spain, Holland, France, Germany, Mexico and Brazil.
My main advantage for this role was that I spoke good Italian and Portuguese and passable Spanish. I received a thorough grounding in the Corporation's accounting and US GAAP and tax issues.
Between 1994 and 1996 I was Financial Manager for a $35m Electrical Group Plant reporting to the Plant Controller and in this role I impressed the US management to the point that they offered me the Controllership of one of their key manufacturing operations in the Caribbean .
I started my work experience with 3M at their European HQ in the UK which I joined straight after college - I spent 3 years with them in the General Accounting and Internal Audit Functions during which time they assisted me with my professional (ACCA) study.
Following 3M I had various jobs - including 2 years at Lloyds Bank in their Financial Investments Division and one year with Martin Ashcroft's ADT Group working on acquisitions before moving to Portugal and then Madrid and Rome managing businesses for my father's investment services group.
Excellent Business Studies degree with major in Accounting. This was a 4 year degree with one year spent in Industry. I did my assignment with Occidental Oil Corp based in London.
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