Experience

Continental Cement Co

• United States
• Wholesale Building Materials
• 1 - 100 Employee

• • Mar 2022 - Present

• • Oct 2020 - Mar 2022



Suffolk Construction

• United States
• Construction
• 700 & Above Employee

• • Feb 2020 - Jun 2020

  Spearheaded new Supply Chain vertical within Suffolk. Oversaw two strategic focus areas –establishing new vertical to optimize procurement and investigating disruptive technology to integrate into Suffolk’s Supply Chain business model.➣ Researched competition and non-industry supply chain models, and developed best practices and emerging technologies to capture more value and enhance competitive positioning.➣ Developed the roadmap for a digitized supply chain model using state-of-the-art technology and aligned it with the overall Suffolk vision. Show less

• • Aug 2017 - Feb 2020

  Recruited to professionalize and revamp Business Development. Developed systems, processes and KPIs, and augmented overall team. Backlog increased to an all-time high for Suffolk.➣ 𝑰𝒏𝒄𝒓𝒆𝒂𝒔𝒆𝒅 𝑾𝒊𝒏 𝑹𝒂𝒕𝒆 𝒇𝒓𝒐𝒎 ~𝟐𝟓% 𝒕𝒐 ~𝟒𝟎% 𝒂𝒏𝒅 𝒓𝒆𝒗𝒆𝒏𝒖𝒆 𝑪𝑨𝑮𝑹 𝟏𝟕% 𝒅𝒖𝒓𝒊𝒏𝒈 𝒕𝒉𝒊𝒔 𝒕𝒊𝒎𝒆.➣ Hired 15 new team members and managed 35 employees across the nation.➣ Improved prospecting, pre-selling and overall sales process.➣ Led reformat and improvements in client-facing proposals and submittals.➣ Implemented new Oracle-based CRM system to more effectively manage leads, opportunities and overall sales pipeline.➣ Oversaw diversification into non-commercial sectors – aviation, science & technology, education, mission critical.➣ Due to success with Business Development transformation, tapped by CEO to spearhead new Supply Chain vertical. Show less



Holcim

• Switzerland
• Wholesale Building Materials
• 700 & Above Employee

• • 2015 - 2017

  Responsible for all safety, personnel, operational and performance aspects of the U.S. Logistics and Supply Chain Team. Managed a team of 450 people located in 115 sites across the U.S.➣ Led the award-winning, rapid and very successful team integration, improving performance, culture and processes.➣ Integrated cultural transformation of two teams of traditional competitors➣ Drove increased accountability, relevant metrics, ownership of results and continuous improvement➣ Instilled a relentless focus on improving health and safety – a mindset of caring for one another – through visible leadership, positive recognition, training, leading indicators and simplification of tasks. ➣ Initiated improved talent management and succession planning, improving bench strength. ➣ Delivered largest increase in employee engagement scores in North America.➣ Awarded several North American awards in recognition of achievements.➣ Strengthened customer focus. and collaboration with manufacturing and sales.➣ 𝑨𝒄𝒉𝒊𝒆𝒗𝒆𝒅 𝒔𝒚𝒏𝒆𝒓𝒈𝒊𝒆𝒔 ($𝟓𝟓𝑴 𝒂𝒏𝒏𝒖𝒂𝒍𝒊𝒛𝒆𝒅 𝒔𝒂𝒗𝒊𝒏𝒈𝒔). Show less

• • 2008 - 2015

  Responsible for Logistics & Supply Chain, Business Intelligence, Customer Excellence & Commercial Performance Improvement, Quality & Product Performance, Order-to-Cash business processes and Marketing Communications. Managed a team of 65 people located across the USA and in Canada. Oversaw safety processes and systems, led people development, coordinated merger-related information requirements.➣ Implemented new and enhanced business intelligence processes and tools.➣ Improved revenue and margin management through transparent, consistent and credible data to front line, allowing for improved prices, margins and customer loyalty. ➣ Led Customer Excellence initiative – key components included: - assessment and development of sales teams; - improvement of price and margin processes, tools, metrics and information; - needs-based segmentation and value propositions; - customer loyalty management, measurement and improvement; - customer-focused culture change across all functional areas.➣ 𝑰𝒏𝒔𝒕𝒓𝒖𝒎𝒆𝒏𝒕𝒂𝒍 𝒊𝒏 𝒉𝒆𝒍𝒑𝒊𝒏𝒈 𝒂𝒄𝒉𝒊𝒆𝒗𝒆 𝒑𝒓𝒊𝒄𝒆 𝒊𝒏𝒄𝒓𝒆𝒂𝒔𝒆𝒔 𝒊𝒏 𝒔𝒖𝒄𝒄𝒆𝒔𝒔𝒊𝒗𝒆 𝒚𝒆𝒂𝒓𝒔 𝒂𝒏𝒅 𝒇𝒖𝒓𝒕𝒉𝒆𝒓 𝒆𝒏𝒉𝒂𝒏𝒄𝒆𝒅 𝒑𝒓𝒐𝒇𝒊𝒕𝒂𝒃𝒊𝒍𝒊𝒕𝒚 𝒎𝒂𝒓𝒈𝒊𝒏𝒔 (~$𝟓𝟎𝑴 𝑬𝑩𝑰𝑻𝑫𝑨 𝒄𝒐𝒏𝒕𝒓𝒊𝒃𝒖𝒕𝒊𝒐𝒏).➣ Transformed culture and performance of logistics team in a growing market with tight capacity.➣ Achieved savings in controllable costs through implementation of world class business processes, systems and tools (~$30M annualized savings).➣ Reduced corporate Logistics costs by 40% and improved skills and expertise through flattening structure.➣ Eliminated redundant activities and recruited experts to manage with higher efficiency.➣ Increased customer focus and focus on effective execution. ➣ Achieved global recognition for capabilities and expertise of team. Show less



Holcim

• Switzerland
• Wholesale Building Materials
• 700 & Above Employee

• • 2006 - 2007

  Responsible for identifying growth initiatives, acquisitions, strategic priorities and projects for the company, which operated in three regions – Ontario and Quebec in Canada, and Northeastern United States.➣ Led multiple mergers & acquisitions, developing acquisition proposals for review by the Board of Directors in Canada and Switzerland.➣ Guided various profitability improvement projects, yielding increased earnings.➣ Oversaw multiple special projects, investigating business expansion opportunities for the Northeastern U.S. and Ontario divisions.➣ Managed company’s planning process and oversight of compliance programs – internal and external regulatory requirements and improvement; and customer-focused culture change across all functional areas. Show less

• • 2001 - 2006

  Responsible for advancing pending (and highly complex and risky) permitting applications aimed at replacing an existing cement plant in Catskill, NY, with a new plant in Greenport, NY.

• • 1996 - 2001

  Regional Controller & Director – Corporate Development, Holcim Canada, Toronto, Ontario, Canada (1998 – 2001) || Controller – Aggregates, Holcim Canada, Toronto, Ontario, Canada (1996 – 1997)Led divisional finance and accounting function for the Ontario Division – five business units with 1,500 employees. ➣ Lead representative on complex, multibillion-dollar joint ventures and P3s, involving domestic and international interactions with bankers and lawyers. ➣ Participated in various global task forces, including Strategic Business Framework, Vertical Integration, E-Commerce and Standardization of Reporting Requirements. ➣ Served as the primary interface point with external auditors and legal counsel.➣ Significantly improved financial reporting tools to monitor financial and operational performance, working capital, cash flow analysis and investment feasibility studies.➣ Directed multiple successful acquisitions in Aggregates and Concrete; identified targets, developed business proposals for executive review, coordinated due diligence, and led negotiations and integrations.➣ Developed methodology designed to assess optimum strategy, level of vertical integration, organizational structure and measurement criteria of division; this was subsequently adopted by Holcim Ltd. as a global methodology to assess market strategies. Show less

• • 1990 - 1996

  Director of Finance – Lime & Strategic Acquisitions, Holcim (1994 – 1996)Management Accountant – Cement, Holcim (1992 – 1993)Controller – Natal Portland Cement, Holcim (1990 – 1992)



Horwitz and Shedlock

• Durban, South Africa

• Group Financial Manager

  • 1989 - 1990



South African Defense Force

• South Africa

• Commissioned Officer

  • 1987 - 1988

  Two years compulsory conscription; completed service as a Commissioned Officer. Two years compulsory conscription; completed service as a Commissioned Officer.



Gird Mowat

• Margate, South Africa

• Audit Manager

  • 1982 - 1986