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Experienced Financial Director

A performance-driven financial professional with a 20-year track record of improving profits. Developed and executed turnarounds at three recent companies, increasing annual profits by 78% to 220%.

Expertise includes partnering with senior management across functional areas of operations, business development and strategic planning to improve and maximize performance. Experienced at working in large, medium and small geographically diverse services, engineering, healthcare and utility companies with revenues of up to $17 billion.


SouthWest Water Company, Los Angeles, California 2008-2010

Finance Director, Operations & Maintenance Group
Managing Director, Colorado Region

Assisted the Managing Director of the Operations & Maintenance Division for a major water and wastewater utility with 1,400 employees, $220 million in revenues, and operations in ten states. Reported to the Chief Financial Officer.

  • Saved $2 million in overhead by eliminating non-essential staff and re-training the remaining team.

  • Created a team atmosphere throughout the Division, which contributed to turning a losing business unit into a profitable operation with a $4 million profit swing.

  • Took over management of the company’s losing Colorado water and wastewater operations and, within five months, created a profit swing of $1.1 million.

  • Introduced a new robotic technology to the Colorado region for the repair of wastewater pipes that resulted in a 65% to 80% profit margin. New equipment was paid for after the first project.

  • Used each month’s P&L statement as a tool to work with managers in order to understand problem areas and improve operations, contributing significantly to the Division’s turnaround.

  • Tracked more than 300 contracts with public municipalities.

  • Improved the quoting process with tools that ensured realistic margins.

  • After analyzing more than 30 contracts for profitability, renegotiated directly with municipalities to either increase fees or terminate unprofitable contracts.

  • Monitored financial operations for the company-owned water utilities in Alabama and Mississippi.

  • Reformulated the budgeting process, saving three months in preparation time.

Alliance Health Care Services, Inc., Newport Beach, California 2005-2007

Vice President Finance, Western Region

Managed leased medical diagnostic imaging equipment and services for the country’s largest provider with $500 million in revenues.

  • In a declining market, increased revenues and profits by 15% and 100%, respectively.

  • Re-formulated sales staff compensation, offering additional training and incentives. Introduced and implemented the company’s first sales forecasting report, one of several tools used to facilitate a 40% sales growth. Improved productivity and training using actual revenue data, which resulted in better utilization of leased equipment. Extended existing service contracts by 100%.

  • Improved customer relations with more frequent sales visits.

Tyco International Ltd., Earth Tech USA, Long Beach, California 2003-2005

Chief Financial Officer, Western Region

Provided financial management for an environmental engineering, water services, transportation and construction company with revenues of $1.5 billion.

  • Introduced financial and management training to eight regional managers, who came from an assortment of acquired companies. Established a common business language and focus on company objectives. These steps contributed significantly to a 78% profit improvement for the Western Region.

  • Developed a new process that minimized risk on new and on-going projects and maximized profits, which was incorporated throughout the company’s four regions.

  • Focused sales of new business to the company’s most profitable services, purged under-performing projects and trimmed overhead costs for the Northern California district, achieving a $1.2 million annual profit improvement.

  • Reorganized the number of employees and offices within the Midwest district, and achieved a $700,000 profit improvement.

  • Recovered $5 million from a joint venture partner for the company’s participation in a large construction project.

  • Led the initiative to install Sarbanes-Oxley compliance throughout the company.

  • Spearheaded the creation and implementation of revenue recognition and percent completion policies throughout the company.

Time Warner, Inc., Time Warner Cable, Costa Mesa, California 2002-2003

Director of Finance, Los Angeles Region

Directed budgeting, forecasting, long-range planning and analysis functions for the Los Angeles region of a cable and Internet provider with 60,000 subscribers and $35 million in annual revenues.

  • Developed business and commission plans for a critical company initiative that increased commercial sales by 8%.

  • Worked with the Vice President of Sales to develop a marketing plan on how to compete against satellite broadcasters.

Fluor Corporation, Aliso Viejo, California 1999-2001

Finance Director

Recruited by the senior management of a $17 billion engineering company to direct the management accounting module of a $350 million SAP implementation.

  • Created a suite of core management accounting reports within SAP that were used to report financial and production analytics to management and functional levels throughout the company.

  • Led the design, configuration and implementation of the SAP profitability analysis and treasury modules.

  • Convinced management to change project reporting from quarterly to monthly for greater control.

Raytheon Corporation, New York, New York 1987-1999

Director of Finance & Administration, Quality Programs & Environmental Services Division, Ebasco Services, Inc. (Ebasco Services, Inc., acquired by Raytheon in 1994) (1991-1999)

Provided financial and in-house strategic planning and management consulting to the President of one of four divisions of a worldwide, full-service architecture, engineering and construction company with revenues of $4 billion.

  • Developed a formalized bidding process that included a means of filtering out non-desirable RFPs so management could concentrate on profitable opportunities. This new process improved bidding, resulting in an increase of profit from 5.5% to 10.8% over the first three years of implementation.

  • Revised overhead costs that facilitated a profit increase by 30% for a $130 million division in its first year.

  • Turned around a $1 million loss to profitability within a year for the Singapore and Dutch offices.

  • Designed and worked with programmers in the development of an in-house budgeting system that eliminated the need for separate revenue and cost systems. The new system reduced budget preparation time by 40% and was fully in compliance with Federal Government regulations.

  • Restructured the organization’s staff, operating procedures and processes as part of the integration of two new business units involving 300 employees.

  • Created a business plan that won Raytheon’s approval for the launch of an $8 million proprietary robotic inspection system. Supervised the business plan’s execution.

  • In the aftermath of the first World Trade Center bombing (1993), participated in emergency management to continue operations and relocate 500 employees.

  • Authored a business plan for a joint venture in Germany, and assisted the Division’s President in the negotiation of terms and conditions.

Senior Financial Analyst, Envirosphere Division, Ebasco Services, Inc. (1987-1991)

Provided financial analysis for preparing proposals, budgeting and forecasting for an environmental consulting services business with $300 million in revenues.

  • Designed a program that tracked regional project revenue costs and margins on an actual cost basis.

  • Led the Bid & Proposal Team in the pricing of the company’s largest Federal Government RFP for a $200 million SuperFund project.

  • Designed a program to produce detailed departmental income statements and ratios for project managers and regional vice presidents. Previous statements were only at a summary level.

  • Created and taught a nationwide project management training seminar to 125 managers.

  • Negotiated a 15% rate increase on one of the Division’s largest customers during a major recession.

Peat, Marwick, Mitchell & Company, Short Hills, New Jersey 1983-1985

Senior Editor, Management Consulting Reports

Oversaw the quality and production of all management consulting and financial reports for a key office of a Big Eight accounting firm. Supervised a staff of ten editors.


Rutgers University, New Brunswick & Newark, New Jersey

Master of Business Administration
Bachelor of Arts, Political Science, Dean’s List – five times

Other Courses: ISO 9000, Diversity, Executive Leadership, Sexual Harassment, Contracts, Sales, SAP, MS and Office Suite

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Copyrighted © Peter K. Studner 1997-2006
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Mailing Address: P.O. Box 241957, West Los Angeles, California 90024-9757
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