Keith Griffith

Finance Director, Americas Technology Solutions Group, 2005-2007. Relocated from Europe in 2005. Drove cross functional team supporting global initiative to improve processes and reduce resource costs. Redeveloped and implemented policies for managing headcount. Focused on management and procedures regarding off-shoring. Development and implementation of operational scorecard, eventually used as model for worldwide business. Designed to understand operational performance by function.

Revamped processes and controls to return profitability in down-turned markets. Drove planning and implementation, decreasing overall cost structure by 14%. Re-focused and re-engaged business administration function. Focused the Consumer Operations organization on operational excellence, a significant improvement from a financial reporting only focus.

Facilitated coordination of Compaq’s business management structure with HP financial mandates in Europe within largest division of company.

Relocated and re-staffed operations from Munich to Zurich. Directed core team of six and managed a team of 45 located in 14 countries for business of $13B in revenues with locations in 130 countries. Implemented corporate processes within hostile turnaround environment.

Led cross-functional team to define how the company would structure sales between direct and indirect channels. Focused on European performance and developing tactical plans in support of overall company strategy.

Restructured corporate budgeting and forecasting processes. Provided direct analytic support to CFO and Investor Relations Staff.

Managed assessment process of profit and loss statement for CFO, as well as cash flow position. Acted outside of structured processes of corporation to provide independent assessment of current period and next period P&L and cash flow.

Managed group providing focal point for tactical financial issues, i.e. forecasts, budgets and financial performance. Responsibilities included providing analysis to management team of $3 Billion international business unit.

Drove analysis which was instrumental in restructuring company from industry segmentation focus to sales channel focus. Drove operational reporting to enable successful implementation of restructuring sales and marketing organization. Focused on field selling resources and channel sales performance. Subject matter expert across divisional business units in revenue and gross margin analysis.

Focal point of business unit for business modeling, affordability scenarios, product profitability, profit impact analyses regarding transition from new to old product families, forecasting, budgeting and tactical analysis of P&L, as well as balance sheet and cash flow. Lead analyst in business group which improved profitability $1.6B during most financially challenging 12 month period in company history.

Assisted with the transition of a marketing unit to an operational entity during first of several major corporate restructurings. Built the Aerospace and Defense marketing groups into an organization with full P&L responsibility. Provided financial modeling for long range, as well as tactical planning exercises.

Provided planning and analysis support for U.S. Sales Headquarters as well as planning direction and process support for field finance organization. Specifically focused on forecasting and budgeting orders and revenues by region and district, as well as focusing on spending with field entities.

Financial manager and business partner for $400M product line responsible for forecasting, budgeting and performance analysis. Project manager for Customer Service Business Model project, integrated reporting and planning tool used across all U.S. Services product lines in all districts.

Provided financial partnership, analysis, and reporting to four services businesses in greater New York area. Responsibilities included budgeting, forecasting, reporting, revenue analysis, and financial modeling.

Financial support to IBM and J.C. Penney national account teams during proposal and implementation processes. Provided the linkage between the Division Finance management, the FP&A community and the National Accounts Team.

Developed and implemented PC-based model to evaluate network efficiency and minimize telecom costs. Built and presented detailed analysis on the profit impact of entering a usage sensitive cost environment.