Aug 2023 – Nov 2024 · 1 yr 3 mos · New York, United States

Oct 2020 – Aug 2023 · 2 yrs 10 mos · New York, United States

• Over three years, has led Capgemini Engineering, a $1B, multi-industry business operating in both North & South America, as well as the entire Asia Pacific. Having 10,000+ engineers, and forward thinking professionals, who continually enable the principles of intelligent industry and many different forms of disruptive business models has proven to accelerate our customer's profitable growth. Form 2021 on, there has been a transformation for the organization driving towards double digit topline growth and extremely strong operating profit.

Jul 2019 – Sep 2020 · 1 yr 2 mos · Santa Clara, CA

• I was hired by both Capgemini and Altran Executive leadership to bring together, into one cohesive organization, Altran's software and other differentiated and profitable group of businesses. This included returning Altran's software business back to revenue growth, accelerating profitable growth in its product support and network operations business, and incubating the Company's system integration ambition.

Jan 2012 – Jan 2019 · 7 yrs

• We defined and implemented a strategic transformation that moved a traditional $250M hardware business into harvest while simultaneously incubating a new software business. We moved from selling only through channels to largely selling directly to service providers.
• The Team landed strategic customers, such as AT&T, Bell Canada, DT, Facebook, Reliance Jio, Telstra, and Verizon. I completely transformed the board and organization to enable our go-forward strategy. We hired over 500 new employees to enable the transformation. We also built out a Bangalore R&D and operations support team with over 1,000 employees. All of this was done while simultaneously navigating public company investors and activists. We also executed multiple financings to provide the foundation for the transformation and subsequent exit.
• The company was sold for a 145% premium to pre-announcement market price on December 11th, 2018 to Reliance Industries.
• We reduced expenses from $110M per year to less than $50M while redirecting investments to new strategy.
• The team landed Verizon from nothing to $125M in cumulative revenue and Reliance Jio from nothing to $35M.

Jan 2011 – Jan 2012 · 1 yr

• I oversaw the global finance and accounting, operations, research and development, customer program management, service and support, corporate business development, human resources, IT, and legal functions. I managed the organization through a transitional period in which the company made large acquisition and received new CEO.

Jan 2006 – Jan 2011 · 5 yrs

• I managed the finance and accounting, financial systems, investor relations, and tax and treasury management organizations. I led the board committee management, corporate business development, human resources, IT, and legal activities. We achieved 100% compliance with all audits, filings, and other fiduciary requirements. We also completed two debt offerings. From an HR perspective we implemented new employee and incentive programs, such as key talent and mentoring, succession, and long-term, performance-based equity awards.
• Generated positive cash flow every year.
• Orchestrated four acquisitions.
• Integrated key software/tool enhancements around the ERP system to improve financial reporting and analysis.

Jan 2002 – Jan 2006 · 4 yrs

• I was a member of the Executive Team and a corporate officer reporting to the CFO. I was responsible for over 20 finance professionals, who performed the following functions: corporate accounting and finance, financial systems, internal audit, international finance, operational finance, and treasury management. My responsibilities also included mergers and acquisitions and serving as chair of Executive Product Investment Committee.
• I also assisted in driving geographic expansion into Asia Pacific, including opening an R&D design center in Shanghai, China and establishing a relationship with a manufacturing partner in Shenzhen, China. We created and implemented a three-year strategic financial model and spearheaded successful completion of first-year Sarbanes-Oxley audit.
• Reduced cash cycle time from 160 days to 28.
• Reduced closing cycle from nine days to five.
• Successfully raised $100M of convertible notes.

Jan 1999 – Jan 2002 · 3 yrs

• I reported to the CFO and was responsible for investor relations, risk management, stock plan administration, cash management, investment management, FX management, and the accounts receivable team. I created and implemented investor relations and capital structure plans. I also led the rollout of a new company-wide risk management program and created various corporate policies, including investment management and foreign currency. I was fortunate to get the experience of managing Wall Street through four acquisitions and one divestiture.
• Teamed with executive management to bring on six new sell-side analysts.
• Improved accounts receivable aging by 25%.
• Successfully raised $120M worth of convertible notes.

Jan 1998 – Jan 1999 · 1 yr · Beaverton, Oregon

• I was responsible for all investor relations-related activities, including interacting with existing ownership, driving programs to attract new investors, managing relationships with existing sell-side analysts, and targeting new sell-side coverage.
• I teamed with executive management to bring on two new sell-side analysts from Merrill Lynch and Paine Webber.
• We launched first proactive shareholder targeting program.

Jan 1998 – Jan 1998 · 0 mo · Beaverton, Oregon

• I was financially responsible for a $300M worldwide manufacturing operation reporting to the group controller and VP of manufacturing.
• I teamed with operational management to implement an operational excellence program focused on reducing cost and improving working capital performance. The program resulted in reducing the overall cost structure by $15M.
• I performed key analysis and due diligence associated with the purchase of an offshore manufacturing facility in Malaysia.

Jan 1997 – Jan 1998 · 1 yr · Beaverton, Oregon

• Led division-wide strategic planning, annual operations planning, operational metrics development, and worldwide business plan rollout for $800M division.
• Implemented new business planning process within division. Implementation included new planning software, functional and geographic linkage with executive management review, and proactive reporting to corporate.
• Created new comprehensive financial modeling tool used for everything from pricing decisions to worldwide division forecasts.

Jan 1995 – Jan 1997 · 2 yrs · Beaverton, Oregon

• Financially responsible for the division's $220M European operation, reporting to the group controller and VP/GM of Europe based in London.
• Teamed with operational management to achieve 39% top-line growth while driving down cost per order dollar by 15%.
• Implemented significant process improvements for demo inventory, resulting in major internal control improvements and a 33% reduction in inventory.

Jan 1993 – Jan 1995 · 2 yrs · Portland, Oregon Area

• Responsible for audit engagements including planning, audit work, quarterly and annual SEC/GAAP reporting, and client process improvement (constructive service) recommendations.