Bernard Vogt

Independent foreign exchange trader (Forex) performing global market, chart & correlation analyses.

Managed as independent broker all aspects of cash flow consulting in the factoring industry for small and medium size ($100K - $20M in annual sales) businesses

• Maintained full responsibility for managing PPP R&D Lab in leading the consolidation of cross-functional and cross-organizational IFS1 and IFS2 drivers that supported the product development and intro process. • Played a key role in streamlining processes as well as improving tools and methodologies using sound business acumen. • Trained, mentored, and coached the team in surpassing objectives.

• Played a key role in the development, implementation, and management of the strategy and tactics for the system logistics network for IJBU’s ink delivery products. • Spearheaded efforts to transition IJBU’s pricing processes back into compliance.

• Formulated MCD product strategy in collaboration with product managers. • Participated in formulating financial and feature models. • Created tools for analyzing competitive present and future pricing opportunities. • Introduced process improvements to enhance efficiency across functional and geographical organizations. • Evaluated quarterly currency related pricing changes and proposes action plans.

• Maintained accountability for developing, documenting, training and improving daily processes

Transferred to the U.S. to gain factory environment exposure in addition to Field and HQ expertise. Provided support in strategic and tactical financial analysis, budgeting, and forecasting initiatives. Ensured the accuracy and integrity of financial data to meet SAP

reporting to U.S. Division Controller and taking care of the EFO PL Mktg Center controllership. Main responsibilities were budget and business controls, local currency pricing, funding coordination and reporting between field, distr. centers and the Division.

Took the challenge to rebuild the contract admin department of the Swiss organization. This included (a) onsite and remote people management (of a group of 16), (b) updating, redefining and implementing processes and business controls to get the organization back on track also audit wise. (c) customer contract negotiations and selling.