kelly slide show ppt adjusted

James M. Kelly

Executive Profile

Email: [email protected] Mobile 508.269.7557

Philosophy

Summary Profile

Case Histories - Selected Accomplishments

Varied Industry Experience

Appendix- Contact Information

- MS Word ResumeJames M. Kelly - 2010

TABLE OF CONTENTS

James M. Kelly - 2010

PHILOSOPHY

I use these ingredients, contributing at 110%, along with

healthy doses of mentoring and managing by example to

deliver results beyond expectations.

• Vision • Planning • Leadership

• Passion • Perseverance • Execution

•Learning • Listening •Communication

At a minimum, success as an executive requires some key

ingredients;


SUMMARY PROFILE

Proven track record as CFO in fast-paced, high-growth settings

Varied industry experience in emerging to large-cap environments (SaaS, software, high-technology, services, manufacturing and transportation)

Broad set of core financial strengths

Entrepreneurial, customer-focused orientation

Delivering sustainable shareholder value

Business strategy, modeling, planning, forecasting and budgeting

Raising cash through internal and external sources

Mergers & Acquisitions, Integration

Turnaround, Reengineering

CASE HISTORIES –

SELECTED ACCOMPLISHMENTS


TURNAROUND!CHALLENGE

Professional Services division $6 million operating loss was nearly twice its revenues. - BBN had demonstrated little commercial success.- Prior company experience was primarily funded R&D for the government sector.

SOLUTIONSpun out group to more synergistic areas of company.Overhauled pricing structure (overcoming governmental pricing mentality). Reengineered overhead.Narrowed target markets, providing focus.Stronger use of statement-of-work.

RESULTSLosses turned to profits in 16 months.Billability (utilization) climbed from 27% to over 80%.Gross margins shot from negative to over 40% positive.1st successful turnaround in company history.

BBN Technologies, Professional Services Division (Chief Financial Manager) James M. Kelly - 2010

-50

-25

0

25

50

75

100

Billability Gross Margin

Per

cen

t

Before After

SOFTWARE DEVELOPER STOPPED DEAD IN TRACKS…

CHALLENGEInternet security software subsidiary was not critical to the GTE Corporate strategy. GTE declared that it would stop funding future investment / losses.- GTE had already invested approximately $80 million.

SOLUTIONGained GTE approval for a spin out, allowing company to become more strategically important to security industry.Key driver and presenter in dog-and-pony show, gaining 4 acquisition offers from competitors.Key player for spin out, due diligence and ultimate integration processes.

RESULTSCyberTrust spin out raised $150 million of cash for GTE and a $70M capital gain.CyberTrust became the spearhead for Baltimore’s US operations.Gained #2 industry position and became formidable player.

CyberTrust Solutions, Inc. – VP Finance & Chief Financial Officer James M. Kelly - 2010

CASH ACCESS ($M)

Before

After

0

50

100

150

200

250

[------ 9 Months ----->

“Inc. 500” Company - NO ELBOW ROOM

CHALLENGE“Inc. 500” (2 years) transportation conglomerate was growing faster than cash would allow. Due to default, moved to workout bank section.- Workout situation had more scrutiny, limiting flexibility and growth.

SOLUTIONBrought on “normal” banking relationship and established multiple asset-based funding facilities.Implemented cash concentration accounts, freeing cash.Reduced DSO and increased cash flow by restructuring collection techniques.

RESULTSTripled lending facilities, yielding $18 million in new cash proving significantly less cash stress.Bankruptcy / workout averted.Reduced borrowing costs by 25%.DSO dropped by 36% to 61 days providing cash infusion.Increased D&B ratings.

The Kellaway Group – VP Finance & Chief Financial Officer James M. Kelly - 2010

Impact of New Lending Facilities and Collection Procedures

$6M

100% 95$18M75%

61

BankFacilities

Interest Cost(25% saving)

DSO Days

OLD

NEW

* Represented in days-sales-outstanding.

>>> BUILD IT FAST >>>CHALLENGE

After GTE/CyberTrust spin out, Baltimore had little US financial infrastructure to support wild growth plans and anticipated acquisitions in the US market.- GTE infrastructure no longer available.

SOLUTIONBuilt strong and motivated financial, accounting and information technology teams.Implemented SAP accounting for Baltimore and transitioned GTE records.Engineered SAP job cost system.Accounting, payroll, treasury, planning, budgeting, auditing, cash, collections implemented within 6 months.

RESULTSFrom scratch, developed support infrastructure for $100M software company within 6 months.Grew from 200 to 450 employees.$230M of acquisitions and integrations in 12 months.No audit adjustments in 18 months.

Baltimore Technologies, Inc. – VP Finance & Chief Financial Officer James M. Kelly - 2010

Employee Growth & Events

Nevex Acquisition

Hire / Build

Content Acquisition

Inte

gratio

n

Spin O

ut

Audit - R

etro

Due Dilig

ence

Negot

iatio

nsDog-

N-Pony

100

200

300

400

500

Jun-

99

Sep-9

9

Dec-9

9

Mar

-00

Jun-

00

Sep-0

0

Dec-0

0

Timeline

Em

plo

ye

es

Build Finance & Accounting Structure

REORGANIZE & PRESERVE CASH

CHALLENGEAfter $1B acquisition of Content Technologies, capital markets dried up for internet companies. Baltimore was still investing heavily to maximize growth and incurring substantial losses and negative cash flows.

SOLUTIONImplemented 20 point plan to reorganize cost structure.Primary savings from 75% cut of headcount (some operations eliminated wholly).Matched cost model to anticipated revenue streams and cash flows.RESULTS

Within 6 months of plan implementation, Baltimore was on track to positive cash flow.Many functions now supported out of corporate Ireland / England offices.Bankruptcy avoided, company preserved.Baltimore Technologies, Inc. – VP Finance & Chief Financial Officer James M. Kelly - 2010

Negative Cash Flows

Positive Cash Flows6 M

onths Tim

e

QUICK THINKING = PROFITS

CHALLENGEFirst Alliance had opportunity for a $15 million lease bid with AT&T, but RFP was received at the last minute and in an unreadable format with little time to evaluate 30,000 portfolio items.- Bid opportunity surely to be missed.

SOLUTIONIn 48 hours time…Outsourced digital translation of data.Developed MS Excel program to evaluate 30,000 item lease portfolio.Generated company’s timely bid.RESULTS

Won bid!Delivering over $5 million of profit over the term of the lease.Excel program used to evaluate future portfolio acquisitions.

First Alliance Corporation – Controller James M. Kelly - 2010

0

5

10

15

Mill

ion

s

Asset Value Revenue Profit

AT&T Lease Portfolio Acquisition

UGLY PUBLIC DEBATE AVERTED

CHALLENGETown of Foxboro had reached budget impasse between School representatives and Selectmen, promising ugly debate on town meeting floor.

SOLUTIONAs Chairman of the Finance Committee brought key town parties together offline and acted as compromise and change agent for the stalled budget negotiations.Gained agreement between selectmen, key school administration and advisory committee members.

RESULTSDelivered unified $15 million school budget to town meeting floor.Ugly debate avoided as budget passed unanimously with little debate – all parties happy (School, Selectmen, Advisory Committee and Town Voters).

Town of Foxboro – Chairman, Advisory (Finance) Committee James M. Kelly - 2010

LESSON:

Mediation &

Consensus

Building

RESCUED FROM LIQUIDATION

CHALLENGEThe company was under funded and on the brink of its senior debt holder liquidating all of its assets to satisfy existing loan obligations.- Notice had already been given. If liquidation proceeded, bankruptcy was in order.

SOLUTIONConvinced bank they would not recover their principal under a corporate liquidation scenario.Convinced venture capitalist to put up a $1 million CD and take over the $2 million bank position.RESULTS

Prevented liquidation and bankruptcy. Company received a $1 million debt write down.Debt service significantly reduced allowing greater cash flows.Venture capitalist took over senior debt position providing greater control of their investment.

Pioneer Medical Systems – VP Finance and Chief Financial Officer James M. Kelly - 2010

Debt Write Down and Restructure

Debt

Gain

Cash Flow

Control

Risk Of Bankruptcy

Investment

-$1.5

-$1.0

-$0.5

$0.0

$0.5

$1.0

$1.5

Arrow Indicates Directional Change

Company

VentureCapitalist

NEW CASH SEED FOR GROWTH

CHALLENGEPioneer had exhausted its initial equity funding and could not support continued growth without further capital.- Existing venture capitalist was not in position to invest additional funds.

SOLUTIONRaised $2 million by packaging recurring revenues into lease streams and selling them to outside investors.Established customer leasing program, which allowed future fixed recurring lease streams. RESULTS

Allowed company to grow, gaining number 2 market position.New lease program turned existing assets (recurring customer payments) into cash without impacting the revenue stream.As this was a repeatable and sustainable program, it allowed for future lease fundings and growth.

Pioneer Medical Systems – VP Finance and Chief Financial Officer James M. Kelly - 2010

GROWTH REQUIRES CASH

LEASE FUNDINGS

GRAB THE LOW-HANGING FRUIT

CHALLENGE

Start-up needed cash to support operations while new sophisticated lease product was being developed.

SOLUTIONAs entrepreneur and cofounder, developed and marketed municipal lease product to fund operations while in development stage.Extended time used to develop a complex and sophisticated financial product.Vendor programs developed.Investors attracted to buy leases.

RESULTSProvided interim cash to allow time to develop flagship product.Extended the life of start-up by two years.Delivered over 70% of the company’s revenues in first three years.

Nexus Capital Resources – Cofounder, Executive Vice President James M. Kelly - 2010

0%

20%

40%

60%

80%

100%

1 2 3

YEAR

Percent Of Revenues

Other

Flagship LeaseProduct

Municipal LeaseProduct

CATALYST FOR ACQUISITION BID

CHALLENGE

BBN Technologies had 120 new and unpolished business ideas in hand. It needed to demonstrate to their parent (GTE) their capability to deliver high-quality commercial business plans.

- This would enable them to qualify for significant new cash available to GTE subsidiaries.

SOLUTIONThrough careful review, research and evaluation, along with a team of consultants, delivered a powerful financial and business plan and model to BBN executives.The high-quality plan allowed BBN to proceed to the next phase of a substantial potential acquisition.

RESULTSBusiness plan led to $500 million acquisition bid by GTE.Commercial business ideation respect earned by BBN executives from parent.Future interest by GTE assured in commercial start-ups and acquisitions.Of the 120 plans, BBN gained investment support on 5 from parent.

BBN Technologies – Executive Financial Consultant James M. Kelly - 2010


VARIED INDUSTRY EXPERIENCE

GTE FAMILY

• Internet

• Software

• Telecommunications

• Professional Services

• Electronic Security

• Public Key Infrastructure

• Network & Security Consulting

• Internet Security & Hosting

• Software & Services

• PC Sales

• Leasing

• Entrepreneur

• Leasing

• Healthcare services

• Telecommunications

• Transportation, logistics

• Intermodal & Warehousing

• Government

• Politics

APPENDIX


Contact Information

James M. Kelly20 Hartwell DriveFoxboro, MA 02035

Mobile (508) 269-7557Email [email protected]


Internet and Narrative PresentationThis presentation is also available on the internet and includes a narrative accompaniment, it can be seen on my personal website;

www.shamus.net

(Shamus is Gaelic for James)

Click on the Download Executive Profile button on my site and use the following;

Login: guestPassword: CFO



MS Word Resume Embedded

Click on the above icon to open (note that it may take several seconds).

OR

Save this file to disk, reopen in MS Powerpoint, then click on icon above to open Word Document

Microsoft Office Word Document

kelly slide show ppt adjusted

Documents