Peter O'Hara
Chief Financial Officer at The Eastern Company- Claim this Profile
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Bio
Credentials
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CPA
State of Michigan
Experience
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The Eastern Company
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United States
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Machinery Manufacturing
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1 - 100 Employee
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Chief Financial Officer
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Apr 2022 - Feb 2023
The Eastern Company (NASDAQ: EML) is a $300M global designer and manufacturer of engineered turn-key packaging, access hardware solutions, and vision systems for a broad range of customers within the trucking, automotive, consumer packaged goods and pharmaceutical industries. Over the past seven years, EML has demonstrated a track record of very strong top line growth (9% CAGR) with even stronger bottom line performance (14% CAGR). • Focusing entire management team on earnings and cash flow… Show more The Eastern Company (NASDAQ: EML) is a $300M global designer and manufacturer of engineered turn-key packaging, access hardware solutions, and vision systems for a broad range of customers within the trucking, automotive, consumer packaged goods and pharmaceutical industries. Over the past seven years, EML has demonstrated a track record of very strong top line growth (9% CAGR) with even stronger bottom line performance (14% CAGR). • Focusing entire management team on earnings and cash flow forecasting capabilities with particular efforts placed on the timing and size of active price increases to mitigate the impact of commodity and labor inflation on gross margins • Researching and negotiating multiple acquisition opportunities to aggressively build-out and grow EML’s portfolio while balancing efforts with strict financial discipline and prudence • Refining with executive leadership and EML’s BOD capital allocation prioritization – redeploying cash back into the business with high IRR / quick payback automation projects to improve gross margins and address labor shortages • Driving efforts with COO to improve working capital discipline as one means to free-up liquidity for acquisitions and capital investment Show less The Eastern Company (NASDAQ: EML) is a $300M global designer and manufacturer of engineered turn-key packaging, access hardware solutions, and vision systems for a broad range of customers within the trucking, automotive, consumer packaged goods and pharmaceutical industries. Over the past seven years, EML has demonstrated a track record of very strong top line growth (9% CAGR) with even stronger bottom line performance (14% CAGR). • Focusing entire management team on earnings and cash flow… Show more The Eastern Company (NASDAQ: EML) is a $300M global designer and manufacturer of engineered turn-key packaging, access hardware solutions, and vision systems for a broad range of customers within the trucking, automotive, consumer packaged goods and pharmaceutical industries. Over the past seven years, EML has demonstrated a track record of very strong top line growth (9% CAGR) with even stronger bottom line performance (14% CAGR). • Focusing entire management team on earnings and cash flow forecasting capabilities with particular efforts placed on the timing and size of active price increases to mitigate the impact of commodity and labor inflation on gross margins • Researching and negotiating multiple acquisition opportunities to aggressively build-out and grow EML’s portfolio while balancing efforts with strict financial discipline and prudence • Refining with executive leadership and EML’s BOD capital allocation prioritization – redeploying cash back into the business with high IRR / quick payback automation projects to improve gross margins and address labor shortages • Driving efforts with COO to improve working capital discipline as one means to free-up liquidity for acquisitions and capital investment Show less
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Navistar Inc
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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Vice President Finance
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Sep 2014 - Mar 2022
Navistar Inc. is a leading $11 billion truck manufacturer. With a new management team in place, we completed the turnaround of its International brand, found on trucks and buses used throughout the world. Navistar is currently under an acquisition agreement with VW’s Truck & Bus subsidiary, Traton SE, pending regulatory and other merger pre-conditions (closing: summer 2021). Serving Navistar’s CEO, CFO and President of Operations in a financial and strategic capacity, I am responsible for… Show more Navistar Inc. is a leading $11 billion truck manufacturer. With a new management team in place, we completed the turnaround of its International brand, found on trucks and buses used throughout the world. Navistar is currently under an acquisition agreement with VW’s Truck & Bus subsidiary, Traton SE, pending regulatory and other merger pre-conditions (closing: summer 2021). Serving Navistar’s CEO, CFO and President of Operations in a financial and strategic capacity, I am responsible for about 100 finance and accounting professionals encompassing Corporate FP&A, Product Development, Manufacturing, Procurement, IT, and a Business Transformation Office • Leading Navistar’s transformation across Finance, IT, HR & Procurement to modernize, streamline and outsource, where appropriate, its back-office processes and activities • Drove decision around $75M monetization of our Melrose Park, IL engineering facility to fund the acquisition and transition of work to a new Advanced Technical Center in San Antonio, TX • Collaborated with Operations leadership to optimize Navistar’s manufacturing footprint, leading to the recent construction of a cutting edge $300M manufacturing facility in San Antonio • Leveraged zero-based budgeting techniques to lead historical restructuring, trimming structural costs by $300M (~25%) and enabling its cost structure to perform at top quartile levels • Transformed annual budgeting and strategic planning processes to seek greater clarity on where we want to compete in the market and stronger alignment of the team around those very specific goals • Revamped capital planning and approval processes to ensure full alignment with strategic initiatives; formed and lead monthly Capital Committee, comprised of top 5 executives • Developed culture of leadership and accountability with a finance team who serve as strategic advisers to their operational counterparts through transparency, robust analysis, clear KPIs, and strong lines of communication Show less Navistar Inc. is a leading $11 billion truck manufacturer. With a new management team in place, we completed the turnaround of its International brand, found on trucks and buses used throughout the world. Navistar is currently under an acquisition agreement with VW’s Truck & Bus subsidiary, Traton SE, pending regulatory and other merger pre-conditions (closing: summer 2021). Serving Navistar’s CEO, CFO and President of Operations in a financial and strategic capacity, I am responsible for… Show more Navistar Inc. is a leading $11 billion truck manufacturer. With a new management team in place, we completed the turnaround of its International brand, found on trucks and buses used throughout the world. Navistar is currently under an acquisition agreement with VW’s Truck & Bus subsidiary, Traton SE, pending regulatory and other merger pre-conditions (closing: summer 2021). Serving Navistar’s CEO, CFO and President of Operations in a financial and strategic capacity, I am responsible for about 100 finance and accounting professionals encompassing Corporate FP&A, Product Development, Manufacturing, Procurement, IT, and a Business Transformation Office • Leading Navistar’s transformation across Finance, IT, HR & Procurement to modernize, streamline and outsource, where appropriate, its back-office processes and activities • Drove decision around $75M monetization of our Melrose Park, IL engineering facility to fund the acquisition and transition of work to a new Advanced Technical Center in San Antonio, TX • Collaborated with Operations leadership to optimize Navistar’s manufacturing footprint, leading to the recent construction of a cutting edge $300M manufacturing facility in San Antonio • Leveraged zero-based budgeting techniques to lead historical restructuring, trimming structural costs by $300M (~25%) and enabling its cost structure to perform at top quartile levels • Transformed annual budgeting and strategic planning processes to seek greater clarity on where we want to compete in the market and stronger alignment of the team around those very specific goals • Revamped capital planning and approval processes to ensure full alignment with strategic initiatives; formed and lead monthly Capital Committee, comprised of top 5 executives • Developed culture of leadership and accountability with a finance team who serve as strategic advisers to their operational counterparts through transparency, robust analysis, clear KPIs, and strong lines of communication Show less
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Estee Lauder
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Malaysia
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Retail
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1 - 100 Employee
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Senior Vice President & Corporate Treasurer
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Apr 2010 - Sep 2014
Estee Lauder Companies (ELC) manufactures and markets over 30 brands of well-known prestige cosmetics in more than 150 countries. About 2/3 of its more than $10 billion of revenues is earned outside of the U.S., for which in 2010 it had undertaken a global strategic transformation that had resulted in sustained top line growth of over 10% per annum. • Responsible for all facets of traditional corporate treasury (capital markets, balance sheet and cash management) as well as Enterprise… Show more Estee Lauder Companies (ELC) manufactures and markets over 30 brands of well-known prestige cosmetics in more than 150 countries. About 2/3 of its more than $10 billion of revenues is earned outside of the U.S., for which in 2010 it had undertaken a global strategic transformation that had resulted in sustained top line growth of over 10% per annum. • Responsible for all facets of traditional corporate treasury (capital markets, balance sheet and cash management) as well as Enterprise Risk Management (ERM), corporate insurance, and global pension plans (DB & DC) • Drove working capital improvements by leading a “supply chain finance” team to benchmark, establish metrics, implement best practices and enhance line of sight / reporting capabilities in SAP/Hyperion • Prepared and presented to ELC’s BOD a detailed, long-term shareholder distribution strategy, including analysis of the size of potential distributions (based upon benchmarking, Wall Street analyst’ expectations and Company affordability), funding sources, and impact on effective tax rate. Study directly translated into a cumulative 162% increase in ELC’s dividend over three years, $1.4 billion of share repurchases, and a 2:1 stock split, each of which served to reinforce ELC’s messaging to Wall Street of its sustainable, strong operating performance • Built a high-performance team who actively “lead from every chair”. Identified and recruited key talent, many of whom lacked treasury experience but demonstrated the aptitude and desire to learn and clear leadership traits Show less Estee Lauder Companies (ELC) manufactures and markets over 30 brands of well-known prestige cosmetics in more than 150 countries. About 2/3 of its more than $10 billion of revenues is earned outside of the U.S., for which in 2010 it had undertaken a global strategic transformation that had resulted in sustained top line growth of over 10% per annum. • Responsible for all facets of traditional corporate treasury (capital markets, balance sheet and cash management) as well as Enterprise… Show more Estee Lauder Companies (ELC) manufactures and markets over 30 brands of well-known prestige cosmetics in more than 150 countries. About 2/3 of its more than $10 billion of revenues is earned outside of the U.S., for which in 2010 it had undertaken a global strategic transformation that had resulted in sustained top line growth of over 10% per annum. • Responsible for all facets of traditional corporate treasury (capital markets, balance sheet and cash management) as well as Enterprise Risk Management (ERM), corporate insurance, and global pension plans (DB & DC) • Drove working capital improvements by leading a “supply chain finance” team to benchmark, establish metrics, implement best practices and enhance line of sight / reporting capabilities in SAP/Hyperion • Prepared and presented to ELC’s BOD a detailed, long-term shareholder distribution strategy, including analysis of the size of potential distributions (based upon benchmarking, Wall Street analyst’ expectations and Company affordability), funding sources, and impact on effective tax rate. Study directly translated into a cumulative 162% increase in ELC’s dividend over three years, $1.4 billion of share repurchases, and a 2:1 stock split, each of which served to reinforce ELC’s messaging to Wall Street of its sustainable, strong operating performance • Built a high-performance team who actively “lead from every chair”. Identified and recruited key talent, many of whom lacked treasury experience but demonstrated the aptitude and desire to learn and clear leadership traits Show less
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Amgen
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United States
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Biotechnology Research
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700 & Above Employee
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Assistant Treasurer
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Feb 2008 - Apr 2010
Amgen is a global biotech, operating in 34 countries. Over the five year period prior to joining in 2008, Amgen had doubled in revenues to $15 billion without commensurate development of its treasury organization's people and processes. • Immediate analysis focused on understanding the risks inherent in Amgen’s ~$14 billion investment portfolio during one of the most turbulent periods in capital markets history (2008 financial crisis); restructured investment portfolio to better meet… Show more Amgen is a global biotech, operating in 34 countries. Over the five year period prior to joining in 2008, Amgen had doubled in revenues to $15 billion without commensurate development of its treasury organization's people and processes. • Immediate analysis focused on understanding the risks inherent in Amgen’s ~$14 billion investment portfolio during one of the most turbulent periods in capital markets history (2008 financial crisis); restructured investment portfolio to better meet Amgen’s cash flow and established new investment policy to reflect market conditions • Reorganized its relatively disparate global treasury operations, located in Thousand Oaks, CA and Breda, NL, into fundamental centers of excellence, focusing on training and adopting best practices and procedures • Led the installation of Amgen’s first treasury management system and leveraged the capabilities of the system to streamline daily cash management activities, enabling more time for value-added cash forecasting and analysis • Issued 10 and 30 year term debt totaling $3.0 billion and share repurchases totaling $3.7 billion • Served as treasurer of the Amgen Foundation with $100 million of endowed assets Show less Amgen is a global biotech, operating in 34 countries. Over the five year period prior to joining in 2008, Amgen had doubled in revenues to $15 billion without commensurate development of its treasury organization's people and processes. • Immediate analysis focused on understanding the risks inherent in Amgen’s ~$14 billion investment portfolio during one of the most turbulent periods in capital markets history (2008 financial crisis); restructured investment portfolio to better meet… Show more Amgen is a global biotech, operating in 34 countries. Over the five year period prior to joining in 2008, Amgen had doubled in revenues to $15 billion without commensurate development of its treasury organization's people and processes. • Immediate analysis focused on understanding the risks inherent in Amgen’s ~$14 billion investment portfolio during one of the most turbulent periods in capital markets history (2008 financial crisis); restructured investment portfolio to better meet Amgen’s cash flow and established new investment policy to reflect market conditions • Reorganized its relatively disparate global treasury operations, located in Thousand Oaks, CA and Breda, NL, into fundamental centers of excellence, focusing on training and adopting best practices and procedures • Led the installation of Amgen’s first treasury management system and leveraged the capabilities of the system to streamline daily cash management activities, enabling more time for value-added cash forecasting and analysis • Issued 10 and 30 year term debt totaling $3.0 billion and share repurchases totaling $3.7 billion • Served as treasurer of the Amgen Foundation with $100 million of endowed assets Show less
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GMAC
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Education Administration Programs
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1 - 100 Employee
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Managing Director
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Jan 2005 - Feb 2008
GMAC Financial Services (GMAC) was a diversified finance company that operated in forty countries. With nearly $250 billion of assets, GMAC specialized in automotive, real estate, and commercial finance as well as online banking. • Managed the sale of GMAC Commercial Mortgage (renamed Capmark) to a private equity consortium led by KKR GMAC Financial Services (GMAC) was a diversified finance company that operated in forty countries. With nearly $250 billion of assets, GMAC specialized in automotive, real estate, and commercial finance as well as online banking. • Managed the sale of GMAC Commercial Mortgage (renamed Capmark) to a private equity consortium led by KKR
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Regional Treasurer
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Jul 1995 - Dec 2004
GM’s Treasurer’s Office offers a unique rotational management development program with an unusually broad, international finance focus that can effectively be broken-down into four categories: (i) Corporate Finance and Capital Markets; (ii) Business Development (M&A); (iii) Foreign Exchange and Cash Management; (iv) Employee Benefits and Labor Relations. Since first joining in 1995, I had progressed steadily to the position of Regional Treasurer. My most notable assignment was to lead… Show more GM’s Treasurer’s Office offers a unique rotational management development program with an unusually broad, international finance focus that can effectively be broken-down into four categories: (i) Corporate Finance and Capital Markets; (ii) Business Development (M&A); (iii) Foreign Exchange and Cash Management; (iv) Employee Benefits and Labor Relations. Since first joining in 1995, I had progressed steadily to the position of Regional Treasurer. My most notable assignment was to lead the spin-off of Hughes Electronics (then famous for its sattelite tv company, DirecTV), which brought $25 billion of proceeds to a struggling automotive company. While at GM, I spent two and one-half years on an international expat assignment in Brussels, Belgium and spent the last four years of my tenure there leading our internal MBA recruiting at The University of Michigan Regional Treasurer, Latin America 2004 Director, Capital Planning 2003 - 2004 Director, Business Development 2001 - 2003 Manager, Bus. Develop. (Brussels) 2001 - 2001 Manager, Trading Room (Brussels) 2000 - 2001 Manager, Corp. Finance (Brussels) 1999 – 2000 Manager, Employee Benefits 1998 – 1999 Manager, Capital Planning 1997 – 1998 Senior Analyst, Bus. Develop. 1996 – 1997 Senior Analyst, Employee Benefits 1995 – 1996 Show less GM’s Treasurer’s Office offers a unique rotational management development program with an unusually broad, international finance focus that can effectively be broken-down into four categories: (i) Corporate Finance and Capital Markets; (ii) Business Development (M&A); (iii) Foreign Exchange and Cash Management; (iv) Employee Benefits and Labor Relations. Since first joining in 1995, I had progressed steadily to the position of Regional Treasurer. My most notable assignment was to lead… Show more GM’s Treasurer’s Office offers a unique rotational management development program with an unusually broad, international finance focus that can effectively be broken-down into four categories: (i) Corporate Finance and Capital Markets; (ii) Business Development (M&A); (iii) Foreign Exchange and Cash Management; (iv) Employee Benefits and Labor Relations. Since first joining in 1995, I had progressed steadily to the position of Regional Treasurer. My most notable assignment was to lead the spin-off of Hughes Electronics (then famous for its sattelite tv company, DirecTV), which brought $25 billion of proceeds to a struggling automotive company. While at GM, I spent two and one-half years on an international expat assignment in Brussels, Belgium and spent the last four years of my tenure there leading our internal MBA recruiting at The University of Michigan Regional Treasurer, Latin America 2004 Director, Capital Planning 2003 - 2004 Director, Business Development 2001 - 2003 Manager, Bus. Develop. (Brussels) 2001 - 2001 Manager, Trading Room (Brussels) 2000 - 2001 Manager, Corp. Finance (Brussels) 1999 – 2000 Manager, Employee Benefits 1998 – 1999 Manager, Capital Planning 1997 – 1998 Senior Analyst, Bus. Develop. 1996 – 1997 Senior Analyst, Employee Benefits 1995 – 1996 Show less
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Ford Motor Company
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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Summer Intern
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May 1994 - Sep 1994
Established negotiation strategy and supporting financial analysis for Ford to enter "joint venture" negotiations with Mazda to produce a rebadged derivative of the Ford Ranger for Mazda. By the end of the summer, I was selected as one of the top MBA candidates for recruitment due to not only my overall strength in finance and strategy but also my intimate product knowledge of automobiles and mass production manufacturing processes Established negotiation strategy and supporting financial analysis for Ford to enter "joint venture" negotiations with Mazda to produce a rebadged derivative of the Ford Ranger for Mazda. By the end of the summer, I was selected as one of the top MBA candidates for recruitment due to not only my overall strength in finance and strategy but also my intimate product knowledge of automobiles and mass production manufacturing processes
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Coopers & Lybrand
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1 - 100 Employee
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Senior Associate
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Jan 1991 - Jul 1993
Worked on a variety of financial audits, ranging from mutual funds (e.g., Fidelity) to manufaturing firms (e.g., Ford Motor Company) Worked on a variety of financial audits, ranging from mutual funds (e.g., Fidelity) to manufaturing firms (e.g., Ford Motor Company)
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General Motors
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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General Assembler
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Jul 1985 - Sep 1987
During a three year hiatus from college, I worked full-time on the assembly line at GM's former Framingham assembly plant. I used this period of time to learn about complex manufacturing processes and further my knowledge of the automobile. Honorary Member of the UAW, Local 422 During a three year hiatus from college, I worked full-time on the assembly line at GM's former Framingham assembly plant. I used this period of time to learn about complex manufacturing processes and further my knowledge of the automobile. Honorary Member of the UAW, Local 422
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Education
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1993 - 1995
University of Michigan - Stephen M. Ross School of Business
MBA, Finance and Corporate Strategy -
1988 - 1990
UC Santa Barbara
BA, Business Economics -
1983 - 1985
Stonehill College
Pre-Engineering
Community
