Max Sutherland: Global Strategy & Corporate Development Leader

Max Sutherland

“Drives Growth through People and Asset Performance Excellence”

Global Growth and Turnarounds Executive

Value Proposition: Increased Revenue, Margins and Cash Flow

What I bring to the table …

•  Passion for Growth, Turnarounds and Excellence

•  Dedica8on to Innova8on, Superior Quality, and Outstanding Customer Service

•  Execu8ve and Project Leadership

•  Global Experience, Languages, and Insight

•  Diverse Industry (A&D, Auto, Ag, Mfg, FS) and Big 4 Consul8ng Experience

•  Extensive Strategy, Technology and Change Management Exper8se

•  World-‐class Tools, Techniques and Methodologies

•  Excellent Win-‐Win Nego8a8on Skills

Opportuni3es…

•  Increased Business and Revenue Growth

•  Increased Cash Flow

•  Realized Returns on Investments

•  Measureable Excellence Results

•  Increased ROA

•  Increased Gross and Opera3ng Margins

•  Decreased Margin Spread

•  Increased Market Share

•  Successful Program Implementa3ons, On-‐3me and within Budget

•  Enhanced Employee Knowledge, Skills and Technology Adop3on / U3liza3on

How I can do it…

•  Transforma8onal Leadership and Communica8on

•  End-‐to-‐End Strategic Planning thru Tac8cal Execu8on

•  Business Intelligence Focus and Holis8c KPI Accountability

•  Bridge Finance, Opera8ons and Strategy Func8ons

•  Current State Assessments, Gap Analysis; Future State Modeling; Roadmap Development

•  Prac8cal Approach to Problem Solving and BoWleneck Elimina8on

•  Dynamic Change Management Program Development and Implementa8on

What I can do…

•  Drive Strategic Top-‐ and BoWom-‐line Ini8a8ves, Mi8gate Risk

•  Target, Assess and Develop New Revenue Genera8ng Opportuni8es

•  Strategize and Execute Execu8ve Vision

•  Strengthen Brand Internally and Externally

•  Create Cross-‐Func8onal Team Culture

•  Champion Change Internally and Externally to Drive Growth and Reduce Costs

•  Develop Sound Business Cases and Market Growth Strategies

•  Substan8ally Improve Opera8onal, Financial and Asset Performance

2

Global Experience

3

Max

1980 1990 2000 2010

CONSULTING

Credentials BA MBA

4

ANSERI

CE

Experience Linking Revenue Growth and Excellence Initiatives *

Global Enterprise Excellence

Centers of Excellence

Shared Services

Lean Six Sigma

•  ! Revenues •  ! Gross Margin •  ! Opera8ng Margin •  ! EBITDA •  ! Excellence •  " Margin Spread

•  ! Revenues •  ! Efficiencies •  ! R&D Focus •  ! Market Share •  ! Customer Care •  " Costs

•  ! Efficiencies •  ! Best Prac8ces •  ! Customer Care •  " Redundancies •  " Costs •  " Headcount

•  ! Produc8vity •  " Costs •  " SKUs •  " Cycle Times •  " Process Errors •  " Process Excep8ons

Process and func8onal excellence are the founda8on for realizing sustainable revenue growth * Detailed impacts provided on slides 9 and 10

5

Expertise and Accomplishments Execu3ve Management Financial Management

Assembled and directed execu8ve team, performing investment due diligence to resurrect manufacturing of iconic amphibious aircrab (An$lles Seaplanes, Anseri Avia$on)

Rescued mul8-‐million dollar co-‐development ini8a8ve and restored execu8ve rela8onships with SAP Germany (KPMG)

Designed 4Cs Leadership Alignment Framework to drive change and mi3gate risks (Solbourne)

Grew $30m prac8ce developing business interna8onally, point of contact for client issue resolu8on and contract disputes (KPMG)

Managed 15 internal and external execu8ves in various ini8a8ves for three global businesses (Chase)

Developed business rela8onships with Chinese consulate and execu8ves (3i Global)

Champion of change and numerous global change management programs (SunPower, Boart Longyear, Ci$corp, Chase, KPMG, AT&T)

4Cs Leadership Alignment

Drive Change, Mi8gate Risk

Developed financial plans and 10-‐year revenue forecasts for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global)

Delivered 30% under budget launching consumer product in Europe and N. America (MaxWax)

Nego8ated mul8 million dollar solu8on development and revenue sharing with SAP Germany (KPMG)

P&L responsibility to maintain 42% gross margin (Snickelways)

Secured 76.5% of firm-‐wide allocated technology staff development budget (KPMG)

Managed a $6 million budget for internal and external resources while leading 15 execu8ves in various ini8a8ves for three global businesses (Chase)

Developed and delivered finance shared services policy compliance training (SunPower)

Product Launch Costs Projected vs. Actual

30% under Budget

Firm-‐wide Allocated Budget

Secured and Managed

0%

50%

100%

Projected Actual

76.5%

6

Expertise and Accomplishments Opera3onal Excellence __ _ __

Created a sales and product management Center of Excellence for three (3) global businesses, increasing account revenues 20% (Chase)

Plateaued sales revenues reversed to realize 25% increases (American Furniture)

Increased cash flow 300% by improving communica8ons and client training, turning poor performing EMEA accounts into profitable key accounts (Ci$corp)

Reduced an average of more than 40% in processing cycle 8me through prac8cal lean implementa8ons and automa8on blueprint design (UPS, Chase, Bank of America, Chase Visa, Chase Home Mortgage, Ci$corp)

Restructured sales organiza8on and service offerings for a nascent digital technology firm to compete in the Tier 1 consul8ng space, resul8ng in 10% increased business revenues (Snickelways Interac$ve, Inc.)

Increased gross profits by more than 50% though Centers of Excellence and shared services (SunPower, Ci$corp, Chase)

Revenue Growth in $MM

Plateaued Sales Increased 25%

Center of Excellence

Increased Gross Profits > 50%

Designed SAP’s Customer Profitability solu8on to increase revenue growth opportuni8es and profit margins for the financial services industry (KPMG)

Restructured global support systems and processes to drive increased revenues (company !37%, division !45%) and excellence performance (trend !18%, margin spread "5%) (Boart Longyear)

Improved asset performance by op8mizing capital u8liza8on, reducing fixed costs by $1.3 million (Pearson)

Designed business model with integrated audit controls to ensure compliance, reduce costs and improve asset management (Chase, Bank of America)

Restructured global account and service management organiza8ons to improve client rela8onships and reduce excep8on processing by 90% (Ci$corp)

Designed a Center of Excellence procurement model to reduce costs by ~$27m (NPV), increasing gross and opera8ng margins (Georgia-‐Pacific)

Revenues in $000

Revenues Increased 37%

Excellence Indicators

Excellence Trend Increased 18%

0

20

40

60

'00 '02 '04 '06

Savings

0 10 20 30

Revenues

-‐

1,000,000

2,000,000

3,000,000

'06 '07 '08 '09 '10 '11

Net Sales

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

'06 '07 '08 '09 '10 '11

Margin Spread

Excellence Trend

7

Expertise and Accomplishments Strategic Planning Tac3cal Execu3on

Resource strategy for $20 billion manufacturing company’s sourcing organiza8on, with expected savings ~$28 million NPV (Georgia-‐Pacific)

$400 million products division’s global Oracle ERP Order to Cash staff enablement and execu8on strategy for on-‐8me Go-‐Live (Boart Longyear)

Business planning for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global)

Strategic go-‐to-‐market plan to launch a global luxury product with 10-‐year revenue forecasts of $200 million (3i Global)

Product innova8on concept, market research, design, development, marke8ng and distribu8on to drive incremental revenue growth (Brown-‐Forman, MaxWax)

Business development strategy for the $800 million La3n American market, capturing 15% market share (KPMG)

Consumer advocacy strategy to increase revenues minimum 20% for global products porpolio (Nestlé)

New Product Planning

10-‐Year Revenue Forecasts Totaling $200m

$800m La3n American Market

First-‐Mover $120m Market Share Opportunity

Implementa3on of standardized account management and A/R policies, increasing cash flow 300% (Ci$corp)

Global rollout of sales cer8fica8on program, 95% cer8fied < 6mos., revenue increased 20% (Chase)

Rollout of Oracle ERP training programs: design, development and delivery in the US, Canada and the Philippines for on-‐8me Go-‐Live dates (Boart Longyear, SunPower)

Systems conversion change program developed and delivered in 1/10 budgeted 8me (AT&T)

Product development, marke8ng and distribu8on throughout Europe and North America 30% under budget (MaxWax)

Planned and executed merger of two interna3onal business units, saving $8-‐9 million in hard costs (Ci$corp)

Developed Change programs to impact culture, skills, and knowledge transfer for ERP implementa8ons (SunPower, RTD, Boart Longyear, DJJ, UPS, Chase, UBS, Ci$corp, AT&T)

New AR Policy Implementa3ons

Cash Flow Increased 300%

Merger Business A Business B

$8-‐9m Realized Synergies

1 2 3 4 5 6 7 8 9 10

15%

0% 20% 40% 60% 80% 100%

<30 Days

90+ Days

Cash Flow

8

Major Strategic Excellence Initiatives Situa3on Ac3ons Results

Boart Longyear: Disparate opera8ng model with regional support systems and regionally managed logis8c processes

Objec3ve: Global Enterprise of Excellence

•  Consistently communicated a unified global business message

•  Implemented single ERP plaporm globally for sales, produc8on and support func8ons

•  Restructured supply chain, logis8cs and “availability-‐to-‐promise” processes

•  Designed and delivered dynamic, comprehensive change program for 40+ countries

•  Revenues: Company !37%, Prod Division !45%

•  Gross Margin !11% •  Opera8ng Margin !40%

•  EBITDA !60% •  Enterprise Excellence !18%

•  Margin Spread "5%

Georgia-‐Pacific: Redundant sourcing processes that both detracted from management focus on produc8on and increased raw material costs (lack of price nego8a8on leverage)

Objec3ve: Center of Excellence, Supply Chain Sourcing

•  Assessed mul8ple site processes and technologies

•  Addressed gaps and issues •  Presented Center of Excellence design and business case for SRM solu8on implementa8on

•  Developed and delivered sourcing tools to realize produc8on benefits

•  Centrally-‐led Center of Excellence model

•  Opera8ng cost "$27m (NPV)

•  Materials and equipment price nego8a8on leverage !

Chase: Flat-‐lined revenues year-‐over-‐year

Objec3ve: Center of Excellence, Sales and Product Management R&D

•  Analyzed global sales paWerns, created assessment processes to determine root causes

•  Developed and delivered sales approach and product cer8fica8on program globally

•  Dedicated Professional Development team for Sales and Product Management R&D for 3 global businesses

•  Payment Products revenues !20%

•  95% global sales force porpolio-‐cer8fied within 6 mos.

•  Product R&D success !130% by partnering with client base

9

Major Strategic Excellence Initiatives Situa3on Ac3ons Results

Ci3corp Global Payment Products: M&A integra8on of interna8onal payment product business units

Objec3ve: Center of Excellence, Processing and Customer Care

•  Assessed people, processes and technologies, financial and global customer impacts, interna8onal logis8cs and vendor management

•  Presented feasibility studies and detailed integra8on and communica8on plans

•  Standardized and streamlined opera8ons, leveraging Kaizen philosophy

•  Developed and delivered training programs to new hires, exis8ng employees and interna8onal customer base

•  Onshored > 75% of acquired business •  Opera8ng costs "$8 – 9m (~35% of revenues) •  Standards for customer care and account management ! •  Headcount "30+%

SunPower: Disparate regional finance and HR organiza8ons

Objec3ve: Global Shared Services, Finance and HR

•  Developed communica8on and change plans and materials for global offshore shared services center for finance and HR func8ons

•  Delivered change program, implemen8ng best prac8ces, controls and compliance requirements

•  Labor cost "50+% •  Governance and compliance !

Ford: Excessive complexity of SKUs hinder profit growth

Objec3ve: Lean Manufacturing, Inventory Ra8onaliza8on

•  Assessment of product complexity drivers and impacts on downstream costs

•  Deep analysis and segmenta8on of high-‐performing SKUs vs. low-‐performing SKUs

•  Development of a qualita8ve and quan8ta8ve SKU scorecard to determine ra8onaliza8on opportuni8es

•  Manufacturing and inventory costs "35+% •  Product lifecycle management !

10

Max Sutherland, an action-‐driven corporate strategy and development executive, brings more than 25 years of global growth thru people and asset performance improvement experience to the table. Max focuses on end-‐to-‐end strategic planning, tactical execution and change management expertise to optimize top- and bottom-line :inancials,

and became a marketing and excellence advisor to project teams in KPMG Consulting’s R&D group.

In addition, Max has over 20 years of leadership experience driving and executing corporate strategy and business development efforts in Latin America, North America, Europe, and Asia. Max restructured sales organizations, addressing branding issues and customer/advocacy strategies, and realigned service offerings to meet customer needs and market trends. He also developed business models to drive incremental growth; developed performance metric tools that drove 25% increase in business revenues; and rolled out a global certiXication program that resulted in 20% average increased revenues per client.

As with all successful executives, Max has been a leader of change throughout his career and a strong advocate of staff development and client/customer involvement to implement strategic initiatives to accomplish business goals. His ability to build energized teams is evidenced by his change management expertise, developing long-‐term internal and external relationships, gaining stakeholder buy-‐in, and resolving critical and complex issues. Furthermore, Max’s enterprise-‐wide acumen and attention to detail when analyzing investment opportunities have saved investors in excess of $40-‐80 million. His extensive experience spans six (6) continents, diverse cultures and multiple industries, providing insights and best practices to broad business challenges.

Max earned his Bachelor’s degree in Economics and Political Science from Indiana University, an MBA from Duke University in 2004, and speaks German, French and Italian from frequent living and working in Europe and managing EMEA accounts.

connecting revenue growth to cost-‐saving initiatives to consistently exceed expectations.

His career is solidly grounded in driving revenue growth through excellence with early wins that include a Fortune 50 M&A integration, optimization of resources and supply chain processes, and restructuring of global account management and service management organizations, turning poor performing accounts into proXitable key accounts. These highly visible initiatives created a global Center of Excellence, saving more than $8 million in annual operating costs and increasing cash Xlow by more than 300%.

He is also credited with optimizing infrastructures, lowering operating costs and time through lean process implementations and improving customer service that signiXicantly improved revenue generation and overall performance. Max also played a key role in architecting a CRM customer proXitability solution to drive additional revenues by harnessing holistic customer data and market trends. He successfully negotiated the multi-‐million dollar development and revenue sharing terms with SAP Germany to seal the deal

11

Contact Information

Max Sutherland

914-‐374-‐1250 [email protected]

Twitter @maxsutherland

LinkedIn ProXile http://www.linkedin.com/in/maxsutherland

Max Sutherland: Global Strategy & Corporate Development Leader

Leadership & Management

Transcript of Max Sutherland: Global Strategy & Corporate Development Leader