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Joy Brien

309 Strafford Lane

Bedford, NH 03001

Telephone:  603-315-1230

E-mail:  joy@comcast.net

Þ  Business Experience:

Hyperion Enterprise Performance Management (EPM)/Business Intelligence (BI) Project Consulting

Bedford, NH.  July 2000 to Present.

Situation: Companies with inefficient, ineffective Financial Planning, Reporting, and Analysis (FP&A) functions require an experienced Executive that knows the business process and the technology tools available to (1) evaluate the current state of affairs; (2) recommend changes; and (3) implement the recommendations.  This must always be done within a limited budget and demanding deadlines.

·  Project Leader for global EPM/BPM/BI implementation projects from the software selection phase through the “roll-out” phase and final production phase.  Developed and maintained project timetables to ensure critical milestones were achieved.  Provided communications to all parties on project status.  Advised top management of alternatives and made recommendations regarding the course of action (e.g., application set-up and design, training, roll-out, future development strategy, etc.).

·  Architect and “Hands-on” developer of all aspects of EPM/BPM/BI systems software.  Designed and developed all aspects of applications for companies of various sizes ($150 million to over $45.0 billion) and complexities, both domestic and international.

·  Re-engineered ETL business process taking data from multiple, divergent sources and loading into the target system.

·  EPMA/BPM/BI systems experience includes Hyperion Financial Management (HFM), Hyperion Financial Data Management (FDM/Upstream), Hyperion Enterprise, and Hyperion Reports.

·  Upgraded existing applications to current releases.

·  Leader of integration team for acquisitions.  Designed and modified all application dimensions for acquisitions, as required.  Developed business processes and training to smoothly integrate new units into the organization.

·  Clients have included:    Time Warner    PepsiCo    Tyco    Bank of NY/Mellon    Rexam    Gateway Computer    Monster.Com    Fisher Scientific   Alcan    Kroll Security    Phelps Dodge    Acco Brands   GT Solar    Boardwalk Pipelines    Cap Gemini    Pinnacle Group    American Partners    Resources Connection

Chemfab Corporation (acquired in August 2000)

Merrimack, New Hampshire.  March 1999 to July 2000.

Corporate Manager of Internal Audit and Special Projects

Situation: Chemfab was implementing an “Acquisition Strategy” to expand its core business in Europe and diversify its US business.  The newly acquired businesses needed to be integrated into the existing corporate culture and operations, while at the same time eliminating redundancies and improving efficiencies.

·  Performed “due diligence” reviews and served on the integration team for acquisitions.

·  Executed operational and financial audits resulting in implementation of business process improvements.

·  Coordinated and oversaw interim and year-end audit, working closely with external auditors (E&Y).

·  Provided input and final review of SEC filings (Forms 10Q, 10K, and proxy).

·  Steering Committee Leader for global reporting project.

·  Risk Manger for corporate global insurance program.

Joy Brien - continued

Freudenberg Nonwovens (FN)

Weinheim, Germany 1995-1999 and Chelmsford, Massachusetts.  1989 to 1995

Director of Global FP&A - December 1995 to March 1999.

Situation: Freudenberg & Co. was disassembling the Central Services Group, in Germany, and charging its 10 Business Groups to provide these services for themselves.  I accepted a three-year expatriate contract in Germany to build the FP&A function, from the ground up, for Freudenberg’s Nonwovens Group, F&Co’s largest and most profitable Business Group.

·  Leader of the Hyperion implementation project, a project I initiated in the FN Business Group, to “re-engineer” the FP&A process.  FN Business Group consisted of approximately 30 operating companies worldwide (including 14 production companies).

·  Served as the FN representative on the Freudenberg & Co. Global Reporting Project.  Hyperion has been further developed and implemented as the “reporting standard” for all Business Groups of Freudenberg & Co.

·  Team leader of the Financial Reporting Integration Team of the Nonwovens Group.  FN was formed in 1997 by the merger of two Freudenberg Divisions, Staple Fiber Nonwovens ($700 million) and Spunbond Nonwovens ($300 million).  As the direct result of the team’s efforts, FN management was able to receive financial performance information for the new organization starting on “day one” and make meaningful business decisions earlier in the merger integration process.

·  Developed and implemented policies and procedures for the FN Group's operations and management control systems.

·  Prepared the FN Group presentations for top management focused upon the portfolio of Divisions and Market Segments.

Corporate Manager of Treasury and FP&A - December 1993 to December 1995.

Situation: The Treasury function at Freudenberg USA was an “extra duty” performed directly by the CFO when it demanded his attention.  Treasury was largely neglected and inefficiently managed.

·  Negotiated early retirement of $20 million in bank loans (with CFO) delivering $1.2 million in "profit before income taxes”.

·  Designed cash forecasting model used for investing and reduced the borrowing costs of over $35 million in lines of credit.  Additionally, implemented investment policy and procedures which (1) minimized idle cash balances, (2) maintained adequate liquidity, and (3) maximized returns on $5-10 Million of cash invested generating additional interest income of over $80,000.

·  Developed foreign exchange "hedging" policy and procedures resulting in savings of over $100,000.

·  Benchmarked banking operations and procedures against "best-in-class" performers to develop completely new policies, procedures, and controls that resulted in operational savings of over $30,000.

·  Restructured corporate insurance policies changing carriers and negotiating lower premiums and rates, while maintaining coverage, producing annual savings of over $150,000.

·  Re-engineered Automobile Leasing Program, consisting of over 50 vehicles, increasing efficiency and service to the "internal" customers while lowering annual costs by $25,000, including having re-negotiated monthly fees.

Corporate Manager of FP&A - December 1991 to December 1993.

Situation: Freudenberg USA’s FP&A process took too much of operational managers time, did not provide timely information, had inadequate analysis, and was generally inefficient.

·  Reduced the budgeting cycle time from multiple submissions over a 5-6 month time period to 1-2 submissions over a 3-month time period.  Eliminated the “poker mentality” in the budget process by starting later and having only one rigorous review.  Implemented zero tolerance for missed deadlines.

·  Lead the Strategic Planning and Budget process for Marketing, R&D, Manufacturing, and Administration, which culminated in action plans for the companies portfolio of Strategic Business Units and Market Segments.  Presented recommendations to top management.

·  Developed and implemented a new analysis approach for the annual product cost change for all the company’s manufactured and purchased products, including the revaluation of all inventories.

·  Performed new business analysis and capital project analysis.

·  Leader of company benchmarking initiative.

Joy Brien - continued

Division Controller - April 1989 to December 1991.

Situation: Freudenberg USA’s Industrial Products Division was not achieving planning goals and performing poorly on operational metrics.

·  Reengineered the FP&A process to provide direct linkage from Strategic Plan goals to Budget goals and provided Forecasting and Actuals reporting consistent with planning for the division’s portfolio of market segments.

·  Implemented pre-expediting systems and procedures that (1) improved “on-time” deliveries from 65% to over 98% and (2) reduced fixed costs through administrative headcount reductions.

·  Improved “Division Cashflow” by reducing excess inventories and improving A/R collections, virtually eliminating all A/R over 60 days “past due”.

·  Division Leader in company-wide initiatives such as JIT and FOCUS 90, a program that changed the management philosophy and produced a true corporate culture change.

Additional Business Experience - Pre 1989 experience includes entry-level positions, in Marketing and Finance, at Fortune 500 companies such as Unisys Corporation and Avnet, Inc.

Þ  Education:

Master of Business Administration

Northeastern University.  Boston, Massachusetts.  1989.

Bachelor of Arts

University of Massachusetts.  Amherst, Massachusetts.  1982.

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