Client Success Stories...
(also see our client endorsements)

Take-Two Interactive Software: (September 2008 - January 2012)
$1 billion global developer, publisher and distributor of AAA rated video games, e.g. Grand Theft Auto (Nasdaq: TTWO)
January 2010 - January 2012:
Leading a cross-functional initiative to develop and launch the sales, operations, accounting and reporting business solutions needed to capitalize on the rapid growth of digital (on-line) sales and distribution of video games and related content.
• Partnering with customers and distributors to standardize, collect and analyze digital sales data
• Designing and developing digital items with trackable attributes, such as: title, platform, genre and type (e.g. full games, episodic releases, expansion packs, bundles and micro transactions)
• Building transaction processes, systems and reports to accurately, quickly and efficiently record and report volume, revenue and profitability by: digital item attributes, distribution channels, and global regions/countries
• Integrating and synthesizing transaction data to create business intelligence and executive dashboards for decision support in areas such as: promotional spending effectiveness, discounting strategies, bundling strategies, etc.
• Aggregating and harmonizing transaction data to create consolidated financial reports that comply with revenue recognition, royalty and rights computations, capital cost amortization and other industry specific regulated reporting requirements
September 2009 - Janary 2010:
• Managed several Turnaround and Restructuring initiatives including:
• Divested the $280 million Jack-of-All-Games video game distribution division – including the carve-out of integrated procure-to-pay, order-to-cash, and inventory and logistics functions
• Consolidated remaining Take-Two only Canada operations into US operations, for all financial, order processing, warehousing and logistics functions
• Initiated digital distribution operations functions to capitalize on the rapid growth of digital (on-line) sales and distribution of video games and related content
September 2008 - September 2009:
• Enhanced financial reporting and analysis, and business intelligence; to improve revenue, expense and profit recognition, and other KPI’s - by video game title and system platform
• Enhanced accounts receivable and collections processes and systems to improve productivity, consolidate operations, improve reporting and maximize collections
• Enhanced accounts payable processes and systems to improve productivity, consolidate operations, and improve expense recognition and accrual accuracy

Sirius XM Satellite Radio: (September 2007 - September 2009)
$2 billion Satellite Radio Broadcaster (Nasdaq: SIRI)
September 2008 - September 2009:
• Led the business PMO for the Post Merger Integration of the finance and accounting operations of Sirius and XM; including the initiation of a back-office shared services operation
September 2007 - September 2008:
• Reorganized and streamlined the procure-to-pay functions, in response to rapid growth in procure-to-pay transaction volume
• Enhanced cash flow forecasting and reporting, to facilitate cash management and realize positive free cash flow

Intelsat/PanAmSat: (September 2002 - June 2007)
$2.5 billion global Satellite Operator and Media/Communications Distributor
July 2006 - June 2007:
• Facilitated the Pre and Post Merger Integration of Intelsat and PanAmSat, by consolidating and integrating the financial reporting, procurement and accounting operations of the two companies - during the first 100 days after Deal close
September 2004 - July 2006:
• Facilitated the restructuring of holding company and inter-company accounting - by developing and managing complex algorithms/models to calculate the allocation of management, license and orbital slot fees, and other inter-company transactions, across 25 newly created satellite companies… Resulted in improved presentation of condensed consolidated financial schedules for SEC 10Q and 10K reporting. Generated immediate $2.5 million in tax savings, and $250K in on-going annual tax savings, which strengthened the companies value for a successful initial public offering
September 2003 - September 2004:
• Facilitated pre-merger due diligence efforts, by designing and facilitating asset inventory count, valuation, reconciliation and system load for over 26,000 capital assets (with a value over $1.5 billion) as part of the purchase accounting transaction associated with the sale of PamAmSat to News Corp. and then later to venture capital firms lead by Kohlberg, Kravis, Roberts & Co (KKR) in 2003 and 2004, respectively
September 2002 - September 2003:
• Designed and implemented robust procurement, capital project and capital asset management processes, systems and reporting capabilities - to track the activities and performance associated with satellite design, construction, launch, deployment and post deployment profitability (revenue generation, depreciation, amortization and impairment).

LVMH Perfumes & Cosmetics: (September 2000 - June 2010)
$16 billion global manufacturer and distributor of luxury brand consumer goods (Eurex: MOHF)
Long term relationship - working with the executive team to manage and deliver ongoing business development, restructuring and performance improvement initiatives. As a result of these efforts, LVMH Perfumes & Cosmetics currently realizes significant efficiencies and economies of scale within their Shared Services operation, which handles all the back-office operations for eleven LVMH companies, including a state-of-the-art 400K sq ft distribution facility
September 2009 - June 2010:
• Managed the consolidation and integration of Dior Couture (fashion, footwear, handbags, leather goods and accessories) back office operations into LVMH Perfumes & Cosmetics back office/shared service operations
June 2007 - September 2007:
• Managed the transition to outsourcing of Christian Dior Canadian warehouse management logistics to 3rd party logistics provider - McKesson Logistics
September 2002 - June 2007:
• Managed the post acquisition consolidation and integration of Bliss, Hard Candy and Fresh into LVMH Perfumes & Cosmetics back office/shared service operations, including the addition of B2C e-commerce and boutique retail operation capabilities
June 2001 - September 2002:
• Created a PMO discipline and capabilities to facilitate on-going back-office consolidation, integration, efficiencies and continuous improvement
September 2000 - June 2001:
• Managed the creation of LVMH Perfumes & Cosmetics Shared Services Operation to handle; general accounting, financial reporting, budgeting, accounts payable, accounts receivable, sales order management, supply-chain management, warehouse management and logistics for the Christian Dior, Givenchy, Guerlain, Michael Kors and Marc Jacobs perfumes and cosmetics brands

BP Lubricants: (October 2004 - December 2005)
Fortune 100 Petroleum Company (NYSE: BP)
October 2004 - December 2005:
• Assisted BP Lubricants with the post acquisition integration and consolidation of the Consumer and Commercial divisions of Castrol

Atlas Air Worldwide: (January 2004 - October 2004)
$2.5 billion global Air Cargo and Charter Operator (Nasdaq: AAWW)
January 2004 - October 2004:
• Assisted Atlas Air Worldwide Holdings with financial reporting and "Fresh Start" accounting, needed to successfully emerge from Chapter 11. Also helped facilitate offshore outsourcing of applications development, Sarbanes-Oxley compliance and expansion of their ERP systems into Europe and the Middle East

Geneva/Advance Watch Group: (January 2001 - December 2001)
$300 million global manufacturer and distributor of watches, clocks and pens
January 2001 - December 2001:
• Recruited by Private Equity firm to be interim VP of Finance and CIO for this $300 million international manufacturer and distributor of watches, clocks and pens
• Responsible for financial reporting, accounting operations, treasury and information systems, reporting directly to the board of directors
• Consolidated and restructured the accounting and IT organization – consisting of 20 directors, managers and staff - and implemented a consolidated ERP solution - including finance, accounting, distribution, warehousing and logistics functions - as part of a post-merger consolidation of three privately held watch, clock & pen companies into one legal and operating entity
• Also managed a consulting team of 12 consultants, and negotiated the transition from consulting services to IT outsourcing, which resulted in significant cost savings and improved service levels

Emerson Electric/Network Power: (March 1998 - March 2001)
$15 billion global industrial manufacturer and distributor of critical power control systems (NYSE: EMR)
March 1998 - March 2001:
• Project Manager, Subject Matter Expert and Lead Process and System Architect for wide scale ERP system implementation - involving accounting, financial and operational reporting, sales & operations planning, customer service, engineering, supply-chain management, lean manufacturing, MRP and warehousing/logistics operations and systems. Project team of 20+ functional and technical staff
• Led the development of web enabled, enterprise-wide business system documentation and training curriculum
• Led several domestic and international ERP system expansions and rollouts
• Chaired Core Team and Steering Committee and reported directly to executive management