I am a Finance Executive who builds high-performing teams who engage with business leaders and drive results. I tackle complex reporting, process and systems challenges and make things work. I build rapport and camaraderie within teams enabling better performance. I connect various parts of businesses together because I speak anything from "Finance" to "Operations" to "Supply Chain"
I am a Finance Executive who builds high-performing teams who engage with business leaders and drive results. I tackle complex reporting, process and systems challenges and make things work. I build rapport and camaraderie within teams enabling better performance. I connect various parts of businesses together because I speak anything from "Finance" to "Operations" to "Supply Chain" to "Engineering." I figure things out.
Over 18 years of combined Finance, Consulting, Project Management and Operations Management experience, across eight countries/three continents, including: nine years of progressive Finance Leadership roles in manufacturing, distribution and B2B/B2C businesses, two years in a high-potential expatriate internal Management Consulting role and seven years as a Naval Nuclear Submarine Officer. Significant experience influencing Executive Leadership and delivering top-line growth/bottom-line improvement. Consistently rated in the top 10% of my peer group in all roles. MBA in Finance. Fluent German, Basic Spanish. Expert user of ERP/analytical software
Specialties: Commercial deal structuring/negotiation, manufacturing finance, project management (IT, finance, business change, consulting), global supply & marketing strategy development, portfolio deal analysis, competitive intelligence reporting, financial reporting, IFRS accounting, SOX, SAP/ERP process design.
Keywords: Financial Statement Analysis, Reporting, GAAP, SOX, Sarbanes Oxley, IFRS, M&A, FP&A, Oil & Gas, Mining, Expatriate, Expat, Bilingual, Financial Ratios, Projects, Capital Projects, Consulting, Project Management, Team Building, Executive, Director, Vice President, VP, Procurement, Supply Chain, Supplier Management, Commercial Analysis, Customer Negotiation, Credit Risk, Cash Management, Forecasting, P&L, Balance Sheet, Global, IOC, International Oil Company, Chemicals, Petrochemicals, Distribution, Logistics, Military, Navy, Submarines, Nuclear Submarines, Engineer.
CFO / VP Finance @ Currently looking for my next opportunity - Chief Financial Officer for small- or mid-sized companies or Business Unit CFO/VP Finance for mid- to large-sized companies spanning any geography and focused in any industry or where I can leverage my experience in Petrochemicals, Oil & Gas, Distribution, B2C and B2B businesses and Procurement, Consulting and Project Leadership. From October 2015 to Present (3 months) CFO - Chemicals @ Headhunted to take leadership over finance function for a complex manufacturing, logistics and commercial business unit.
Lead 4 finance teams (15 people/4 locations) supporting 2 world-scale chemical plants, commodity and specialty chemicals marketing/sales and strategy, planning and reporting. Spearheading reorganization of company into 2 business units and establishing financial reporting, controls and operating rhythms. Responsible for all plant and business unit accounting, controls, deal/investment analysis and business/financial modeling & advice. Executive Team member.
•Reshaped finance team to significantly upgrade acumen including hiring and onboarding 9 new professionals in 6 months.
•Lead, as functional COO, a system of operating rhythms spanning business enabling real time operational control and nimble response to changing operational and competitive dynamics across sales, manufacturing, procurement & logistics.
•Drove 20% improvement in bottom line from mid-year forecast to year end actual despite worsening market conditions - doubled result during first year.
•Guided improvements to closing process, accounting policies and balance sheet management within first year. From May 2014 to October 2015 (1 year 6 months) Houston, Texas AreaVice President of Finance, Global Oil, Gas & Mining @ Promoted and relocated within same company.
Built a Global Finance Team – 5 direct reports and functional responsibility for 15+ globally. Spearheaded carve out of industry vertical (20% of Global Univar), accelerated integration of acquired $500M business and development of initial 5-year strategic plan. Responsible for corporate financial reporting to C-Suite and Board of Directors (BoD), management reporting and analysis, accounting decisions, capital investment program analysis and financial modeling/advice (M&A, commercial, investments) for business operating across six continents in >20 countries. Global Executive Team member.
•Led analysis and then negotiated for critical price increase with $400M+ customer, improving EBITDA by $5M.
•Implemented new monthly reporting processes, enhanced financial analytics, and developed team’s commercial deal analysis capability that combined to drive an 8% turnaround of business performance in six months.
•Achieved highest forecasting accuracy of any business in Univar and developed only market-based, multi-variable, predictive forecasting model in use within Univar (recognized by PE owners/BoD for achievement).
•Put in place new accounting practices for two key customer-centric business processes enabling higher cost recovery/better profitability and improved revenue recognition and working capital efficiency.
•Produced content for engagements with PE owners and BoD Advisory Council that successfully paved the way for rapid consolidation of all Oil, Gas & Mining activity within Univar and support for organic/acquisition growth. From March 2013 to May 2014 (1 year 3 months) Houston, Texas AreaVice President, Finance, Purchasing & Administration @ Headhunted to take leadership over finance and administration functions for a complete Business Unit as Director of Finance and then promoted in role to Vice President and scope increased to include Purchasing and Administration (Sales Support/Inside Sales/Customer Service).
Univar's Environmental Sciences business is a leading distributor of specialty chemicals and equipment with a leading market share in the US and growing share in the rest of the world.
Built, then led finance, administrative and supply chain teams totaling 18 people providing commercial/finance support, administrative process management and procurement activity to the global business across 71 locations. Functionally responsible for Pricing Committee and Administrative Function (>100 people). Coordinated all financial and operational audit activity and responsible for all credit limit/terms decisions.
•11% top line / 16% bottom line growth in first full year in role, exceeding business plan.
•Over $2M procurement savings delivered via implementation of strategic sourcing initiatives.
•Over $500K margin improvements via pricing strategies developed via Pricing Committee that I established.
•Instrumental in setup of a B2C online eCommerce platform expected to reach $20M sales in three years.
•SAP Business Process Owner for Procure-to-Pay (PTP) (initial phase of SAP implementation).
•Selected for Executive Leadership Institute (top 50 executives in Univar), promoted in role to VP early. From March 2011 to March 2013 (2 years 1 month) Austin, Texas AreaCommercial Project Finance Leader @ Internally transferred to most critical strategic project for my business.
One of three leads on a project to transform the Jiffy Lube Franchise Model from a Service Franchise to a Products & Service Franchise.
•Put together and led team of 10 in a large commercial project targeted at existing service franchisees to convert them to a products franchise. $2.4B revenue over first 10 years. Uplift to bottom line vs. baseline premises of 40%.
•Personally led negotiations with several customers and presented road-show materials to all customers.
•Developed all commercial negotiating materials for all customers that assessed current deal economics vs. new offer, giving customers a view of the value and benefits and internal stakeholders detailed negotiating parameters.
•Project awarded Shell Executive Vice President Award as most successful strategy project in 2011. From September 2010 to March 2011 (7 months) Finance Manager - Consumer Installed Lubricants @ Promoted and relocated by Shell.
Led team of four analysts, providing comprehensive commercial/finance support to the business General Manager and 12 regional/sector managers in the US and Canada. Sales Leadership Team member responsible for driving closure of commercial deals, financial risk management, contract compliance, business assurance, business planning and MI reporting activities. (revenue $600M, expenses $35M, investment $75M and 200 employees).
•Worked commercial deals totaling $500M+ revenue including analysis of and negotiation of new business, restructure of existing agreements, mitigation of changing commercial risk and overall structuring of contracts. Received two personal awards for results of leading final stage negotiations with customers representing over $50M of these deals.
•Team analysis and direct financial support drove overall year-on-year bottom-line growth and a flat top-line/improved market share in a down-10%-market and 20%+ growth of key strategic product lines.
•Improved overall portfolio risk profile by 10% through active management of credit terms, counterparty risk, and commercial terms via deal restructuring and work-out plans.
•Played key role in complete restructuring of business, transitioning nearly 40% of customers to an indirect sales model, reorganizing to a sector-focused sales force, and full integration of the Canadian business.
•Implemented off-shoring of all US Lubricants business MI reporting including scoping, process standardization/ documentation, organizational design, training, dual-processing, go-live activities and project look-backs. From December 2008 to March 2011 (2 years 4 months) Houston, Texas AreaProject Leader / Management Consultant @ Relocated via High-Potential Expatriate Program by Shell.
Strategy & Management Consultancy provides internal leadership of key Downstream Leadership Team-driven strategy projects as well as support to all Shell businesses globally via a team of over 50 consultants.
•Led $1B+ business divestment decision project, including financials, asset packaging, and buyer analysis.
•Delivered comprehensive analysis/portfolio optimization framework for Shell’s largest market (>$50B assets).
•Delivered mitigation plans to shape continued operations following major asset divestment in a large European country, reducing total exposure by $70M and restructuring all overhead functions (300+ people impact).
•Led project to restructure Shell Europe Upstream HSSE (500 people, $50M), receiving personal award for result.
•Delivered global niche product supply strategy, focused on supply forecasting and arbitrage. Saved $5M. From December 2006 to December 2008 (2 years 1 month) London, United KingdomBusiness Analysis and Reporting Manager @ Promoted and relocated by Shell.
Highly complex petrochemical refining facility (refining margin $1.4B, expenses $500M, capex $100M and 1,000 employees)
Led team of five finance analysts, supporting Leadership Team, analyzing business results, creating management reporting, leading business planning, supporting business decisions (investments, cost reduction, profitability), and driving period end closing process.
•Led design and implementation of an SAP-based fixed assets accounting system across US refining, resulting in off-shoring of accounting functions, and reduction of seven positions.
•Drove $20M cost reduction plan through implementation of a Cost Leadership Process across US refining.
•Led 15-member Global Fixed Asset Accounting Network with responsibility for 50+ manufacturing facilities. Team made key accounting decisions, process improvements and provided advice to local implementation of IFRS standards and Sarbanes-Oxley (SOX) controls.
•Led nine-member US Manufacturing Capital Projects Network, developing/implementing SOX controls, adopting IFRS, including US GAAP to IFRS reconciliation, MI development, and ERP system integration.
•Implemented project economic analysis framework resulting in over $5M available for value-driving projects.
•Reshaped finance culture to focus on business results and financial analysis instead of accounting/reporting.
•Selected from 25 high-performing peers to facilitate high-potential finance manager learning conference. From September 2004 to November 2006 (2 years 3 months) Business Analyst @ Recruited from Navy by specialty Junior Military Officer (JMO) Recruiter as the first hire in a newly created Shell Finance JMO Program.
Highly complex refinery (refining margin $2.4B, expenses $600M, capex $150M and over 1,000 employees)
•Saved $14M in seven months through developing/implementing a sustainable Cost Leadership methodology.
•Trained US refinery personnel on new ERP system due to recognized expertise (cost savings of >$100K).
•Highest accuracy rate of monthly cash flow management via capital expenditure forecasting in US for two years.
•Chosen as a participant in Parent Company’s US high-potential manager finance learning conference. From January 2003 to September 2004 (1 year 9 months) Beaumont/Port Arthur, Texas AreaProgram Director / Lead / Project Manager (BOOST, Seaman-to-Admiral 21st Century, STA-21/NSI) @ Promoted (job, not rank) in role from BOOST Company Officer to Program Director / Lead / Project Manager.
Program designed to train 1500 students per year providing academic and military training in advance of transfer to universities to complete Bachelor’s Degrees before becoming Navy/Marine Corps Officers.
Selected in highly competitive process to lead a project to consolidate 14 existing Navy officer programs into one streamlined program and then to lead the first year of the program. Led team of 22 through a project and program startup involving new facility construction, curriculum development, training program creation, staff onboarding/training, legacy program wind-down, student onboarding/logistics and more.
•Achieved 100% academic success rate and From November 2000 to December 2002 (2 years 2 months) Navigator/Communicator/Reactor Controls/Electrical Officer, USS Parche (SSN 683) @ Promoted twice in role (rank and job/responsibilities).
Nuclear Attack Submarine with 185 crewmen.
•Led team of 25 maintaining/operating critical ship systems. $25M equipment, $300K budget.
•Redesigned maintenance systems, audit programs and risk management systems resulting in several zero-deficiency inspections, no safety/reliability incidents and 100% operational availability.
•As Quality Assurance Officer, led zero-deficiency, six week, $60M+ overhaul of all major ship’s systems, including nuclear containment, pressure integrity, ship’s safety and other critical systems.
•As Drill coordinator, led crew to top marks on three operational certification tests. From May 1996 to December 2000 (4 years 8 months) Greater Seattle Area
M.B.A., Finance @ University of Rhode Island - College of Business Administration From 2001 to 2003 Certified Nuclear Engineer, Passed on first attempt (scale: Pass / Fail) @ Prospective Nuclear Engineer Officer (PNEO) From 2000 to 2000 B.S., Political Science/German @ United States Naval Academy From 1992 to 1996 HS Diploma @ Capital High School From 1988 to 1992 John Tunison is skilled in: IFRS, Agrochemicals, Lubricants, Refining, Nuclear Engineering, Managerial Finance, Project Accounting, Management Consulting, Leading Projects, Team Leadership, Staff Mentoring, ERP, Business Process Improvement, Energy, Process Engineering
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