ben barnhill

Developmental rotation from R&D to garner commercial experience. Challenged to deliver sales growth while restructuring a sales force of 3,500. Directed all financial management activities including budgeting and forecasting, month-end close, reporting, and resource allocation. Supported two sales VPs and 20 regional VPs accountable for $15B in sales and $700M in expenses. Reported to VP of finance and managed five direct reports and 21 indirect reports. Collaborated with field operations to save $56M: Restructured territory maps increasing resources with key customers and reducing resources in low potential areas. Overall reduction of 8% (280 positions). Delivered 2% sales improvement: Developed a robust allocation model to deploy $700M in operating expenses more effectively across all 20 selling regions. Key input variables were sales potential, cost of living, and complexity of product portfolio. Developed SARBOX key controls test: Developed and implemented SARBOX testing of key controls for the sales incentive compensation process ($100M annual expense).

Core member of the GCS Executive team providing leadership and consultation to the SVP and his team of 8 VPs - $165M operating budget and 306 FTEs. Led global finance staff of 4 senior financial analysts. Coordinated the annual strategic and operating plans including input to organizational designs, investment plans, and strategic vision. Partnered with procurement to reach annual cost savings of 15% through the use of blanket contracts, preferred vendor management, and reverse auctions

Responsible for financial management of various functions in global research and development (early stage, pre-clinical, and clinical). $100m in expenses across 18 markets. Led global finance staff of three analysts. Improved economics of late stage development by placing more clinical trials in lower cost countries, simplifying protocol design and collecting trial data electronically. Per patient cost reduced 20%. Established robust accounting processes and financial planning processes including identifying and implementing key controls for Sarbanes-Oxley. Internal audit rating improved from 3 stars to 5 stars.