Sr Consultant Resumes in US: L

Sr Consultant Resume

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Sr Consultant

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Objective:

Provide planning and analysis services and direct business strategic planning initiatives.

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trategic Planning & Modeling
• Performance Metric Definition • Product Line Development & Management
• Marketing Mix Management • Supply Chain Integration Management
• Information System Project Management • Merger & Acquisition Leadership
• Financial & Treasury Management • Operational Analysis and Re-engineering

Educational Summary

University of Detroit Graduate School of Business
• Masters of Business Administration 1983
Albion College
• Bachelors of Business Administration 1979
State of Michigan
• Certified Public Accountant Licensing 1984

Technology Proficiency

• Extensive experience with CRM/BI/ Knowledge Management applications from Maximizer, Salesforce, SAS, Siebel Systems, Act, Actuate, Microstrategy, SPSS, NCR Terradata, JDA Intactix, Cognizant, HarrisData, Invensys, SMS, and Zilliant.
• Worked with and assisted clients using ERP/MES systems from SAP, Oracle, Infor, Interprise, Hyperion, NetSuite, Microsoft Dynamics (Great Plains, Navison, Solomon), Lawson, Ecometry, I-Code, Sage (ACCPAC, MAS 50,200,500), Real World, QuickBooks, Mountain View, Activant, Epicor, Datapax, Twin Peaks, and Eclipse.
• Worked with a number of E-commerce transaction, tracking, enabling, and processing systems such as Blue Martini, ASPDOTNET Storefront, Global Payment, VIVO Payment, Paymantech, Coremetrics, WebSideStory, Web Trends, QuickClicks, and ToolsGroup.
• Experience with POS integrated ERP systems from Micros, Radiant-Aloha, Retek, Retail Pro, Celerant Technologies, Pixel Point, and Squirrel.
• Utilized Supply Chain / WMS systems from 3M HighJump, Retalix, Adexa, Adonix, Ariba, Logility, Optiant, Procuri, SciQuest, SmartSource, Ketera, ArgoTracker, Cuberoute, and FreeMarkets.
• Evaluated and specified MRO management systems from DataStream and PCToolCrib.
• Expert in using Microsoft Office Excel, Word, PowerPoint, Access, and Outlook.

Professional Experience

Trajectory Ltd
Senior Strategy Consultant 2003 – Present
CPG Manufacturer 2007
• Served as General Manager of a manufacturer and distributor to lead restructuring of sales and marketing operations, evaluate product line and brand strategies, and implement key performance metrics for all functional activities.
Private Equity Retail Venture 2004 – 2006
• Selected as project consultant to evaluate market potential and develop competitive strategy for a national specialty market concept. Conducted extensive competitor analysis, designed business planning templates with key performance metrics, authored business prospectus, and led site analysis and negotiations.
Transcend Health & Wellness 2003
• Capital Asset project planning and analysis consultant for a health and fitness corporation.
Automated Data Processing 2003
• Marketing research and analysis project consultant to Automated Data Processing to evaluate competitive threats and opportunities for payroll processing niches in the US.

BBK Ltd 2000 – 2003
Senior Consultant to General Motors Corp/SPO/ACDelco
• Designed a business planning template that integrated commercial thru consumer market data to determine capital and operational costs to restructure North American automotive aftermarket part distribution, and facilitate growing the business from $1 Billion to $3.5 Billion.
• Directed and coordinated information gathering and application of data between 5 regional project teams, more than 100 client staff, and the senior management staff of 112 independent wholesale distribution companies.
• Performed risk assessment and developed credit risk assessment to arrange a $550 million loan facility and justify deferred payment plans for $500 million of inventory.

BGI Consulting 1997 – 2000
Senior Consultant to Cooper Automotive 1999 – 2000
• Evaluated and specified MRO planning and procurement systems throughout North America. Projected annual savings of $22 million from implementation.
• Assigned treasury management duties to develop cash reporting and investment systems. Improved systems delivered $12 million in annual savings.
Special Assistant to the President Molded Materials Inc. 1999 – 1999
• Restructured the organization’s quotation through production process approval process systems. Quote realization improved by 33% and average gross margin on quotes increased by 8 percentage points.
• Evaluated management structure and redesigned organizational processes.
Consultant/ VP of Oper. Telesource (a GE Cap Sub) 1997 – 1998
• Achieved a turnaround by re-engineering the company’s operational processes. 67% efficiency improvement was realized, as quality measures were improved to 98%.

Galco Industrial Electronics 1992 – 1997
President, COO
• Led initiatives to grow the business at an annual compound rate of 32%.
• Increased profitability to achieve 56% average ROE.
• Improved operational performance to achieve top 1% industry benchmark levels.

• Re-engineered business and manufacturing processes using Lean Methods.
• Reorganized and directed Product Line Management to increase product lines from 55 to 182 while improving GMROI measures from 143% to more than 188% and implementing more cost efficient supply chains.
• Identified, analyzed, negotiated, and integrated the successful acquisition of an engineering, repair service company.
• Led implementation and customization of an Infor WDS ERP system.
• Developed cost effective marketing programs using print and electronic catalogs, targeted direct mailings of product specific literature, and call center programs.
• Developed multiple marketing channels for service and product distribution.

H&H Tube & Manufacturing 1982 – 1991
Vice President, CFO 1985 – 1991
Corporate Controller 1984 – 1985
Cost & Systems Manager 1983 – 1984
Cost & Systems Analyst 1982 – 1983
• Directed all IT, HR, Risk Management, Operational and Financial management activities including credit, collections, AP and GL processing, budgeting, and treasury functions.
• Designed the financial controls and reporting systems for all operating units of the corporation.
• Designed KPI metrics and modeling to improve management decision-making. .
• Specified and implemented elasticity of demand monitoring systems to direct pricing and identify capital budgeting priorities to capture market share and increase production cost efficiency.
• Identified and managed negotiation of an acquisition of an aluminum and steel fabrication company to expand product offerings and initiate entre into aerospace and office product industries.
• Leader of design and development of the company’s strategic planning initiatives.

Guardian Industries 1980 – 1982
Regional Controller 1982
Cost & Systems Analyst 1980 – 1982
• Lead assistant assigned to design and implement the Photo Finishing Division’s standard process cost systems nationally.
• Financial and operational reporting responsibility for a group of five manufacturing plants.
• Charged with directing all aspects of public audit preparation.

Plante & Moran, CPAs 1979 – 1980
Auditor and Consultant
• Performed audit, tax preparation, and accounting services for a variety of public, private, and governmental entities.
• Assigned to a management consulting project requiring comprehensive operational analysis of all departments of a Michigan County to facilitate the application for Federal Grant Administration cost reimbursement.

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