Mike Monaghan

Chief Executive Officer at Horizon River
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Contact Information
us****@****om
(386) 825-5501
Location
Atlanta Metropolitan Area
Languages
  • English -
  • Spanish Limited working proficiency

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Credentials

  • Master Black Belt, Six Sigma
    GE Power

Experience

    • United States
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Chief Executive Officer
      • Jan 2022 - Present

    • United States
    • Professional Training and Coaching
    • 700 & Above Employee
    • Vistage CEO Member
      • Jun 2022 - Present

    • United States
    • Business Consulting and Services
    • 500 - 600 Employee
    • Advisor
      • Aug 2021 - Present

  • KMM Properties LLC
    • Greater Philadelphia Area
    • Founder & CEO
      • Jul 1998 - Present

      Co-owner of Land, Multi-Unit development & renovation of residential and commercial properties. Increased portfolio by 2000% in 5 years with average ROI 40%. Owned & managed over 50 properties. Co-owner of Land, Multi-Unit development & renovation of residential and commercial properties. Increased portfolio by 2000% in 5 years with average ROI 40%. Owned & managed over 50 properties.

    • Canada
    • Financial Services
    • 1 - 100 Employee
    • Strategic Advisor
      • Aug 2021 - Jan 2022

  • STS Capital Partners
    • Atlanta Metropolitan Area
    • Board Advisor
      • Aug 2021 - Jan 2022

    • Personal Care Product Manufacturing
    • 1 - 100 Employee
    • Chief Operating Officer
      • Jul 2019 - Aug 2021

      Privately held Health & Beauty portfolio company, ~$100M revenue, 5 Brands, 10+ sales channels, 25+ countries, ~400 employees, 4000+ retail outlets. Core responsibilities: owner of supply chain, product innovation & development, operations, purchasing, planning, IT, customer service, marketing & revenue. Accountable for over 300 direct/indirect reports as well as 60% of company revenue. • PÜR Brand owner: Astral’s largest brand, created vision, strategy, and plan for sales & marketing - Increased PÜR EBITA from 2% to 20% in 1 year, up over 1000% during a pandemic - Reduced overhead cost by 50%, $5M reduction - Gained new distribution (Target), projected increased revenue by 150% over 3 years • Distribution and warehouse: Increased warehouse throughput by 400%, from 500 orders a day to 2000+ - Doubled the size of warehouse space from 45k to 100k sqft - Transportation cost out $255k, 20% reduction • IT: stabilized and optimized newly implemented ERP system (SAGE) in all functions - Launched new digital platform Shopify, added key AR (augmented reality) features to amplify/support omnichannel in-store experience post Covid - Created reporting capability for standardized reports • Product Development: cost out $750k, exceeded plan by 300% - Streamlined supply chain vendors by 50%+, reduction from 150+ to 70 vendors - Payment Terms: improved prepaid vendor terms by 80%+, from 36 vendors to 5 • Purchasing & Planning: launched Sales & Operational Planning process to increase sales & demand forecast accuracy and inventory planning. Show less

    • United States
    • Food and Beverage Services
    • 700 & Above Employee
    • Vice President, Business Improvement & Chief of Staff, Office of the President
      • Jun 2015 - Mar 2019

      • Enabled a 65k organization & $15B in Revenue to deliver Business Plan for the first time since organization inception (2010) via 3 key strategies: Empowerment model, Operating Unit design, & Enhanced Productivity.• Led $15B strategic transformation to unlock revenue growth and margin accretion while exceeding productivity targets• Responsible for identifying, vetting & executing $241MM productivity improvement plan• Established CCR’s Sales & Operations PMO to guide, advise and monitor productivity• Developed the GM Playbook & Modeling Tool, enhanced GM financial acumen, delivered $20MM Operating Income Show less

    • VP & General Manager, Oregon Market Unit
      • Dec 2016 - Oct 2017

      Responsible for sales, merchandising, vending, warehouse & delivery operations for the Oregon Market Unit. Overall P&L ownership for a $500MM in Revenue and 1000+ associates.

    • Region Sales Leader, Business Improvement
      • May 2013 - May 2015

      Created National Shoulder to Shoulder program for all Sales Channels connecting senior leaders with frontline associates to drive inclusivity and aligned decision making.• Co-Led CCR Sales & Operations organizational restructure, created the General Management structure for all 36 Market Units in the US• Managed execution, implementation & wiring (routines, performance objectives, capabilities, SLAs, RACI & owner’s manual)• Co-created the WIMU organizational strategy & approach while collaborating with Region Sales Officer & 3 Region Sales SVPs• Designed BII Voice of the Frontline process for all Field Sales to generate field support to shape and enhance all upstream projects Show less

    • Director, Operational Excellence
      • May 2011 - Apr 2013

      • Appointed Big Y Mislabeling Leader by Chief Product Supply Officer. Successfully presented 3 year enterprise strategic vision eliminating 50% of mislabeling defects resulting in $20MM in savings.• Led CCR first successful implementation of Scan Based Trading for a pilot in CCR’s #2 customer Kroger.• Generated a new Direct Store Delivery model for the Kroger/CCR executive team for ARTM cost modeling

    • United States
    • Electric Power Generation
    • 700 & Above Employee
    • Productivity & Risk Leader
      • Mar 2008 - Apr 2011

      Responsible for $6B in Cost management of Repair cost. Maintained and delivered one standardized catalog for all Repair cost to ensure smooth modeling of $30B in backlog Revenue. • Eliminated audit findings over 90% in 3 years while increasing productivity savings• Streamlined operational shipping process from 20% error rate & $20MM in productivity to 0% error rate for $100MM in total cost

    • Integration Leader
      • Jun 2006 - Feb 2008

      • Led organic integration & consolidation of 6 business units totaling $9B in revenue, driving over $500MM in synergies• Co-Led with Corp Audit staff overhead accounting methodology change resulting in $130MM savings• Executive updates with the Vice Chairman of GE and CEOs of 2 business units on portfolio health, status & integration metrics• Delivered the program implementation with zero errors, on budget & schedule

    • Master Black Belt, Global Finance
      • Apr 2004 - May 2006

      • Led Invoice Quality Lean Event (London, UK), increased $7MM in Cash Flow … GE Award by CFO of GE• Led 5 Black Belts & mentored 50+ Green Belt projects with annualized savings of $10MM• Created I&RS PO Escalation, $38MM (94%) Reduction in Orders w/out PO - GE Energy CEO recognized as best practice

    • Manager of Global Financial Processes
      • Jan 2003 - Mar 2004

      • Business owner for all financial and production systems for 66 P&L locations which included 100% of revenue ($1B). • Sponsored Fixed Asset Lean event to consolidate 11 separate manual processes into 1 Global automated process creating $175k per annum.• Designed streamlined reporting tool (Finance Pro), resulting in 85% productivity in segmentation reporting and $125k in savings.

    • Region Finance Manager
      • Sep 2000 - Dec 2002

      Responsible for all financial matters for North East Region, 10 P&L centers ($250MM revenue) & 14 direct reports. Owned all Cash Flow, Balance Sheet, Financial Statements, inventory management and joint decision authority with General Managers.• Interim General Manager (6 months) Philadelphia MU representing 65 associates and $15MM revenue

    • United States
    • Industrial Machinery Manufacturing
    • 700 & Above Employee
    • Senior Finance Manager
      • Aug 1999 - Sep 2000

      Responsible for all financial matters relating to 3 Profit & Loss centers generating $50MM in revenue with 3 direct reports. Incorporated standard processes for all locations driving down rework and inaccuracy in financial reporting. • Managed Billing, Accounts Payable, Accounts Receivable, Purchasing, Inventory, and Production Control • Reduced accounts receivable days outstanding from 80 to 43 after 3 months; collected $2.4million in 1 month (record) Responsible for all financial matters relating to 3 Profit & Loss centers generating $50MM in revenue with 3 direct reports. Incorporated standard processes for all locations driving down rework and inaccuracy in financial reporting. • Managed Billing, Accounts Payable, Accounts Receivable, Purchasing, Inventory, and Production Control • Reduced accounts receivable days outstanding from 80 to 43 after 3 months; collected $2.4million in 1 month (record)

    • United Kingdom
    • Pharmaceutical Manufacturing
    • 700 & Above Employee
    • Corporate Finance Analyst
      • May 1997 - Jul 1999

      • Selected by the CFO, for Mergers & Acquisitions due diligence for divestiture of Clinical Labs division. • Selected by the CFO, for Mergers & Acquisitions due diligence for divestiture of Clinical Labs division.

    • United Kingdom
    • Technology, Information and Internet
    • Analyst
      • Jun 1995 - Apr 1997

      • Created pro forma financials for $50MM - $250MM commercial real estate development opportunities • Created pro forma financials for $50MM - $250MM commercial real estate development opportunities

Education

  • Harvard Business School Executive Education
    2016 - 2016
  • Saint Joseph's University
    BS, Finance
  • Saint Joseph's University - Erivan K. Haub School of Business
    BS, Finance

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