A proven senior executive with 20+ years in Operations and Finance across Medical, Semiconductor, Contract Manufacturing and Engineered Solutions industries. Led Finance for $9B+, 75+ customer business segment and drove global manufacturing finance for 12 sites on 3 continents. Drove revenue for $13B public corporation. Engage key internal and external stakeholders, influence their decisions and create collaborative
A proven senior executive with 20+ years in Operations and Finance across Medical, Semiconductor, Contract Manufacturing and Engineered Solutions industries. Led Finance for $9B+, 75+ customer business segment and drove global manufacturing finance for 12 sites on 3 continents. Drove revenue for $13B public corporation. Engage key internal and external stakeholders, influence their decisions and create collaborative solutions to tough challenges enabling breakthrough performance. Implemented Lean best practices, re-engineered processes and systems to consistently deliver best-in-class financial results. As a Global Finance leader I have driven results for design, manufacturing operations, sales, business development, strategic accounts and collaboration of all functions as a division executive to attain critical enterprise objectives.
Driving for continuous improvement in processes and results have been key themes throughout my career. I enjoy the challenge of finding a better way, a more efficient process or improved results. Often involving collaboration across levels, organizations and functions. It has been my experience these engaging activities can truly drive breakthrough process improvements and plateau shattering performance. I seek out these opportunities to involve my teams and lead efforts whenever possible. Quoting / pricing processes and all forms of planning and cross- functional collaboration are particular passions to attack and improve.
· Flextronics - Asked to attend FLEX Executive Leadership Development Program – a residential development program in concert with the Stanford Executive Development Program.
· AMD - Awarded spot in Executive Development program – Leaders Developing Leaders.
· AMD - Appointed Finance Representative to SEMATECH (Semiconductor manufacturing consortium).
· Abbott - Asked to attend Eastman SPC Quality Program
· Abbott - Asked to participate in Malcolm Baldridge Award process
Vice President Finance @ Direct report to SVP Global Business Finance, financial business partner to EVP Hardware Systems and SVP of Systems Operations. Responsible for reporting the results of and support to the $3B/yr hardware business of Oracle - design, engineering and WW operations. Lead team of 38 responsible for business partnership with the senior leadership of the hardware systems and operations organizations and their ~6000 people. From June 2014 to Present (1 year 6 months) Vice President, Finance @ Direct report to INS Segment President. Responsible for reporting results of $9B/yr. Business Segment by supporting her and her direct leadership staff of 8: 6 Senior VPs Sales, Senior VP of Design and Senior VP of Operations. Lead team of 7 controllers and 4 analysts supporting design, sales, account management and business development of the segment's 75+ customers doing business in our 20+ manufacturing sites around the world. Approve and manage $5.6B of credit issued to segment customers. Responsible for establishing, improving, and leading Best Practices-based processes and key deliverables associated with: forecasting (tactical and long range), contract reviews, pricing of $16B of annual quotes, claims recoveries, commission and bonus structures and attainment, account planning, KPI-based performance analysis, AR management and expense control.
• Drove Segment $9.4B/$300M/$400M (revenue/profit/cash flow) results in Fiscal Year (FY) 13 by achieving 92% of budgeted performance overall, even though revenue was well below plan as a result of weak economy. Segment profit was ~50% of FLEX $0.84 EPS for the year, on ~40% of the revenue.
• Achieved AR collections with < 2% AR Past Due and $1B/yr. of annual business).
• Eliminated 3 redundant overhead roles by leading segment finance team transition during segment restructuring.
• Identified underperforming customers/sites by developing and implementing customer metric driven KPI reporting and subsequent improvement plan review process.
• Awarded a spot in the FLEX Executive Leadership Development Program – a residential development program in concert with the Stanford Executive Development Program. From November 2011 to April 2014 (2 years 6 months) Sr. Director, Finance @ Direct report to SVP Ops. Responsible for reporting results of $6B/yr Business Segment. Led direct team of 5 and 200 indirect (site Controllers and their teams) across 12 dedicated sites in Europe, Asia, Mexico and US. Responsible for establishing, improving and leading Best Practices based key processes and deliverables associated with: budgeting, profitability, cash flow generation, expense management, key metric improvement, AR management and results reporting.
Focused on re-engineering reporting and review cadence for sites to insure we met plan, continuously improved performance on key metrics, drove highest possible customer satisfaction.
• Drove $5.8B revenue, 3.8% profit, 2.7% profit after interest (PAI) and 7.3 Inventory Turns in FY12 versus a plan commit of 3.7% / 2.5% / 7.0 respectively for these 3 metrics.
• Supported achieving 40% revenue growth from FY10 – FY12 with similar profitability and returns.
• Delivered improved Enclosure site performance as 3 sites achieved breakeven profitability.
• Achieved accounts receivable of only 1.1% past due versus goal of 1.5% past due in FY12.
• Achieved over 120% of cash flow target in each qtr of the last year in role. From March 2007 to November 2011 (4 years 9 months) Austin, Texas AreaDirector, Finance @ Promoted into role by CFO when previous leader left SLR.
Reported to EVP, Sales. Responsible for driving and reporting SLR revenue, providing quarterly earnings release commentary; led, created and injected new Best Practices based processes for identifying customer P&Ls, Key Operating Indices (KOIs), quote & contract reviews, Sales pipeline mgmt; led team of 10 Analysts and Controllers.
• Created new process and delivered monthly customer performance reviews for CEO’s staff.
• Identified underperforming customers / sites with clear visibility of Top 20 key issues to resolve each month.
• Improved P&L and KOI review for all customers, allowing controllers to focus on partnering with Sales.
• Collaborated with Sales, sites and quote teams to review every quote and deliver higher profit and returns.
• Delivered policy updates to the 250+ person worldwide sales organization at the annual sales meeting. From 2006 to 2007 (1 year) Director, Finance @ Reported to VP of Sales responsible for the Cisco account. Responsible for reporting results of SLR business with Cisco. Responsibilities included ownership of quote process, quarterly negotiations with customer, and providing business analysis support.
• Consistently drove above plan financial returns and profitability.
• Achieved results by leading each quarter’s quoting process with customer.
• Led analysis to support consolidating manufacturing operations into a single site in the US. From 2005 to 2006 (1 year) Austin, Texas AreaController, Microprocessor Division @ Reported to Division VP Finance. Responsible for reporting results of $3B Microprocessor Division by supporting Division's President and staff of Sales, Engineering and Design. Drove key processes and deliverables associated with forecast and results reporting, planning coordination, IT implementation and cost management. Led team of 6.
• Achieved revenue and budgeted profit of 3-5% by re-engineering planning process with Operations, Engineering, Design and Sales.
• Grew team from 3 to 6 analysts to support new Division SAP reporting requirements and needs.
• Delivered competitive analysis in light of product roadmap updates.
• Led analysis to recommend joint venture process development as a viable cost saving option for AMD. From 2003 to 2005 (2 years) Austin, Texas AreaController, WW Operations @ Reporting to the VP Finance, Operations, responsible for reporting the results of the operations of the $5B company by supporting her and SVP Operations staff. Led delivery and key process improvements to drive forecast, results analysis and commentary for each of the fabs, assembly and test sites. (These operations were spun off and are now part of Global Foundries, the world's first full-service Semiconductor foundry with operations on 3 continents)
• Assigned to Dresden factory for 3 months to install financial analysis processes in new factory.
• Supported $60M, 2000 person restructuring plan in 2002, delivered auditor-approved restructuring plan before year end.
• Managed $1B capital plan, resulting in near 100% on-time equipment deliveries for critical new construction.
• Awarded spot in Executive Development program – Leaders Developing Leaders. From 2001 to 2003 (2 years) Austin, Texas AreaController, FAB 25 @ Reporting to VP Operations, led team of 4 Analysts supporting him and his staff responsible for Company’s newest Microprocessor fab. Responsible for delivering and driving improved processes for forecasting, key metric analysis, daily production meetings, corporate financial reporting and product cost requirements of the new factory.
• Delivered forecasted results throughout assignment.
• Eliminated 2 Analysts through process re-engineering and best practice implementation.
• Supported dozens of make/buy, cost benefit decisions to support investments in new processes or equipment.
• Built new process to align Production planning process with quarterly financial reporting process.
• Appointed Finance member of the World Class Supplier Program, AMD’s Supplier Quality Council. From 2000 to 2001 (1 year) Austin, Texas AreaSenior Financial Analyst @ Supported the Director of Finance, Worldwide Operations. Providing benchmarking and competitive analysis on cost and performance of AMD operations compared to competitors was the primary function.
• Delivered several analyses for Worldwide Operations.
• Evangelized analysis to support closing 2 older logic fabs, saving $Ms of cost for the Company.
• Appointed AMD Finance Representative to SEMATECH (Semiconductor manufacturing consortium). From 1999 to 2000 (1 year) Austin, Texas AreaOperations Supervisor @ Promoted into role after leaving the professional development program (this operation is now a part of Hospira Inc., the world’s leader in providing injectable drugs and infusion technologies).
Managed several different departments in the Class 100 clean rooms of a flexible intravenous bag fabrication facility. Met weekly production quotas while maintaining FDA-level quality and documentation.
• Consistently delivered weekly production of millions of assemblies for 4+ years.
• Improved visibility of throughput and yield by implementing new tracking systems.
• Eliminated 2 of 6 supervisors with improved support structure and shift leader empowerment plan.
• Appointed to weekly material review board to address supplier quality concerns.
• Elected 2nd Shift Emergency Response Team Captain.
• Certified as Goal / QPC Quality Trainer delivering dozens of training classes to supervisors and operators.
• Asked to attend Eastman SPC Quality Program as Abbott Representative.
• Asked to participate in Malcolm Baldridge Award process to document process control and operational reporting. From December 1993 to May 1999 (5 years 6 months) Austin, Texas AreaManufacturing Professional Development Program @ Rotated through 4, 6 month assignments in various divisions of Abbott. Purpose was to expose New College Graduates to various roles in the Company, insuring their careers start off on the right path. Assigned a mentor and chose assignments. Started in Pharmaceutical Products Division’s Standards and Methods group, documenting new Manufacturing and Test procedures. Supported the Diagnostics Division’s Quality group, writing and performing equipment certifications. Third, worked with Corporate Engineering supporting building Construction teams. Finalizing a new lab building for move-in, and another in the early construction phase. My final assignment was Production Supervisor in Austin, a role I chose to keep and became my first permanent role with Abbott.
• Built test protocols and certified many pieces of process equipment.
• Coordinated critical lab equipment moves with Contractors for Diagnostics Division.
• Managed the move-in of 100+ scientists and their equipment into a new 500,000 lab building. From January 1992 to December 1993 (2 years) Greater Chicago Area
MBA, Business Administration and Management, General @ The University of Texas at Austin - The Red McCombs School of Business From 1997 to 1999 BS, Industrial Engineering @ University of Arizona From 1987 to 1991 Executive Development Program @ Stanford University Graduate School of Business From 2013 to 2013 Stephen Dawson is skilled in: Forecasting, Manufacturing, Finance, Sarbanes-Oxley Act, Cross-functional Team Leadership, Financial Analysis, Income Statement, Analysis, Lean Manufacturing, Financial Forecasting, Acquisition Integration, Cost Accounting, Financial Modeling, Capital Budgeting, Contract Negotiation
Looking for a different
Get an email address for anyone on LinkedIn with the ContactOut Chrome extension