Experience

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  T-Mobile

  • Bellevue, Wa

  • Finance & Business Analysis Manager

    • Jul 2011 - Present
    • Bellevue, Wa

    • Developed monthly P&L type scorecard for each of 64 mobile stores. Helped generate 25% cost reduction.• Wrote business cases for 30 Retail IT Capex budget projects. Justified $70M capital budget • Created T-Mobile for Business financial models to justify $65M capital budget• Built margin cubes in Excel using backend SQL queries. This enables management to compare gross margins by store without needed to write code• Generated monthly inventory rebalance program that told stores what SKUs needed to be transferred between over 2000 stores• Member of 4-person team that built company- wide EBITDA forecast model • Designed financial model for establishing TPRs business. Expanded distribution outlets by over 400 doors.• Standardized business case templates for two largest distribution channels • Built field use Power BI tool with backend SQL to track and analyze L600 Megahertz conversion costs. This allowed the engineers to easily compare upgrade costs by element for over 1000 cell towers. • Helped increase Value Mix participation rate in Dealer Channel prior to “No Contract” initiativeo Created weekly dealer participation and EIP% reportso Increased dealer participation from 10% in July 2012 to 50% by April 2013Performed special projected and developed special reports as needed• Developed pro-forma commission calculations for initial “No Contract” initiative• Developed spiff volume targets for master dealers• Post-mortem analyses

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  B-Line, LLC

  • Consultant

    • Apr 2010 - Jul 2011

    • Developed product cost standards for all clients’ services.• Created profitability reports by customer.• Wrote segment reporting for each of the company’s 5 business segments.

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  Transaction Network Services (TNS)

  • Senior Financial Analyst

    • May 2006 - Apr 2010

    Hired to reduce contract turnaround time and improve telecom services costing.• Reduced contract pricing turnaround time from over a week to less than two days. Helped define acceptable pricing and made the information available to sales and product groups.• Developed activity based costing for the $260 million telecommunications services division. We use it to create competitive and profitable bids.• Made recommendations for the group’s non-standard SS7 sales proposals.• Developed understandable headcount, budget and performance reports using Oracle, Hyperion, and Essbase.• Ran sales force bonus compensation plan

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  Savers' Inc

  • Finance Manager Recycling

    • Oct 2002 - May 2006

    Finance ManagerLead the costing, analysis, budgeting, reporting, and business modeling functions for a $25 million division of a $500 million company. Developed activity based costing for all product lines.StrategicCreated and presented business margin information that drove the organization to restructure and focus on the most profitable businesses. The restructuring process allowed Savers to • Increase profitability 20% while market prices dropped.• Eliminate two unprofitable businesses and focus on profitable activities.• Reduce hourly staff by over 50% while throughput increased 15%.Tactical• Reorganized invoicing process. Reduced errors by 70%.• Reduced Ontario facility shipping costs by $100,000 per year.

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  TransAlta

  • Finance Manager

    • Jul 2000 - Nov 2001

    Led 17 person team - We managed budgeting, forecasting, general ledger, capital planning, analysis, reporting, payroll, local IT hardware & software support, and accounts payables functions for a $300 million division of a $3 billion multinational company. • Led budgeting, forecasting, five-year plan, and KPI reporting • Process owner for SAP upgrade training. Training was successful and operations went smoothly during transition.• Responsible for monthly division P&L and balance sheet. Also responsible for year-end audit. We had no material deficiencies.• Coached subordinate judged as failing to meet expectations by prior management. One year later he received a management award for saving $1 million in property taxes

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  Harley Davidson Motor Company

  • Various

    • Nov 1985 - Jul 2000

    Internal Consultant 1997-2000• Led machining and parts group projects that reduced hours per unit 8% over six-months. • Instituted use of SPC for painted fenders, reduced rejects between paint and assembly operations over 70% during 3-month period. • Simplified operational reporting. Financial Manager Strategic Planning and Capital Budgets 1992-1997• Developed $64 million strategic capital plan to expand capacity 50% over five years. Plan came in 2 million dollars under budget 2 years early.• Led development annual capital $30+ million capital budget. Reviewed all capital projects prior to submission to senior management.Manager of Budgets and Contracts 1985-1991• Developed bids generating over $20 million in annual sales, $3 million in operating profit and over a 40% return on investment.• Reviewed and consolidated budgets for York division ($500 million) • Supervised payroll department. Met all deadlines.