1. DMITRI GARBUZOV
Driving value creation by defining strategic focus and enabling transformational execution with leadership and business acumen
12749 Andover Dr. firstname.lastname@example.org
Plymouth MI 48170 (734) 740-4081
Solutions-Oriented Finance and Business Transformation Leader with strong Operations background.
Innovative strategic thinker who works with executive leadership and engages people globally to drive vision, strategic
alignment and robust execution under very complex business situations in multi-million dollar global businesses.
Budgeting Forecasting Financial Planning and Modeling P&L Bridging Cross Functional Management
Turnaround Pricing Strategies Make/Buy Methodology Negotiations Global Cost Management
ROI Optimization New Facility Launch Business Planning Organizational Design Talent Cultivation Capital
Planning Process Improvement Entrepreneurial spirit/ drive High Performing Team Builder
A CAREER BUILT ON DELIVERING RESULTS WITH ROBUST PLANNING AND EXECUTION
COLLABORATING WITH PEOPLE
BETTER PLAN CONSULTING, Plymouth, Michigan 2015 – Present
Boutique Financial and Business Planning Consulting
Created a consulting practice, specializing in data-driven and execution-focused approach to FP&A Modeling:
Market-driven revenue scenarios projection.
Multi-year detailed P&L, Balance Sheet and Cash flow models.
Funding options and tradeoffs optimization.
Financial Ratio analysis (IRR, NPV, ROA, ROE, Liquidity, SG&A, Cash Management, etc.)
Breakeven analysis and Realistic “What If” scenarios modeling.
Client base included:
Start-up Recycled Plastics Manufacturer - $50M projected revenue. (Business Plan for Private Equity funding).
Start-up Building Materials Distributor/Installer - $30M projected revenue. (Business Plan and Investor
Major Consumer Goods manufacturer expansion into BRICS market - $15M projected revenue. (Business Plan
and Investor Presentation).
MASCO CORPORATION, Ann Arbor, Michigan 2009 – 2015
+$8B leading manufacturer of building materials with +40K staff.
Director of Financial and Business Planning 2009 – 2015
Led turnaround of the business through major restructuring of 2 business units, with $50M and $200M annual
revenue. Championed increase of profitability for the core segment from -50% to +18% in 9 months. Managed
Financial and Business Planning, Quoting & Order Management, Procurement and Distribution functions.
Facilitated turnarounds by establishing strategic direction and execution roadmaps, rebuilding business
processes, IT tools, organizational capabilities and financial impact priorities.
Collaborated with Corporate Finance and Executive Leadership to prepare and execute Annual Operating Plans
(AOP) and Long Range Plans (LRP) for the division, including strategic plans, revenue forecasts, future state
cost modeling, product and technology roadmaps and long term consumer trends.
Built and deployed financial models to evaluate product/customer level performance trends, identify problem
areas and implement S/T and L/T solutions. Evaluated non-performing segments; prepared fix or exit plans.
Facilitated Month End financial reporting, including results consolidation from 12 regional facilities, P&L Bridge,
Business Review Letter and financial guidance for Investor Relations.
Managed a total staff of 93; delivered 15% improvement in EBIT for 3 years in a row.
Orchestrated and drove redesign of financial processes, resulting in 30% improvement of financial data quality
and 80% reduction in transaction error. Created order-level profitability measurement tools. Enabled switch from
reactive to proactive decision making.
Designed and implemented tools for inventory management, resulting in reduction of working capital by +50%.
Led contract development with supply base including SOW, Warranty, Payment Terms and other agreements.
2. DMITRI GARBUZOV 734-740-4081
Built and led teams; instituted metrics, demand-based staffing model, reporting framework and organizational
buy-in. Ensured that all employees worked cross functionally to expand and nurture a culture of growth,
consumer-centricity, and innovation across the enterprise.
MAGNA INTERNATIONAL, Novi, Michigan 2007 – 2009
+$25B leading multinational supplier of automotive components and technology with +60K staff.
Director of Supply Chain and Business Processes
Drove supplier strategies and implementation for 9 divisions in USA, Canada and Mexico with +$2B annual revenue.
Championed restructuring of an unprofitable $200M division’s operations.
Developed comprehensive process and procedures for supplier selection and quote analysis.
Executed make/buy strategies, facilitated in-sourcing new processes, improving profitability by +$5M.
Created and supervised the project cost tracking databases, led generation of reports for senior management.
Staffed and managed a 26-member department for +$200M manufacturing operation. Determined and managed
staffing strategy and plan (# of FTEs & agency employees, performance criteria, metrics, training needs, etc.
Designed and implemented a global commodity plan, leading to +$4M savings across divisions.
Selected and maintained 100+ supplier relationships and global contracts in USA, Mexico, China and India.
Orchestrated construction and launch of 2 Greenfield plants in Toluca, Mexico ($300M budget).
Saved +$10M annually, realigning supply bases to leverage Low Cost Country (LCC) opportunities.
Negotiated +$3M savings while leading exit from 4 suppliers that filed for bankruptcy.
Developed 3-year business plan & budget for the group, established targets and metrics, tracked implementation
and results, conducted reviews with C-level management.
VISTEON CORPORATION, Van Buren, Michigan 2000 – 2007
+$12B major global supplier of automotive technologies and components with +40K employees.
Senior Global Financial Planning Manager – Asia Customer Group 2006 – 2007
Global Financial Planning Manager – Climate Electronics Systems 2004 – 2006
North America Business Planning Manager – Chassis & Steering Systems 2000 – 2004
Championed strategic financial and business planning framework for growing +$1B/yr. business unit.
Spearheaded global restructuring, cost reduction, and exit strategies for unprofitable non-core sub-products.
Built “future state map” for plant reorganization. Quantified impact and requirements of new products, competitive
operating agreement with UAW, and manufacturing process upgrades.
Produced +$1B of new business wins over 5 years; prepared, presented and executed RFQ/RFP responses for
US, EU, Japan, India, Brazil, Thailand, and China new business programs.
Managed a cross-functional team through the Concept Development Process for new technologies. Negotiated
strategic issues related to benchmarking, make/buys, sourcing, customer focus, manufacturing footprint, etc.
Improved PBT by $30M, supporting M&A group during exit negotiations from a product line.
Performed Capital Budgeting to manage open capacities vs. new investment needs globally, saving +$55M.
Saved +$5M by optimizing transfer pricing between global operations.
Recovered $18M from raw material cost increases, negotiating pricing relief with customers and suppliers.
EDUCATION & PROFESSIONAL DEVELOPMENT
Master of Business Administration: Finance & Strategy
Marshall School of Business, University of Southern California, Los Angeles, California
Bachelor of Arts: Economics & Political Science
University of Michigan, Ann Arbor, Michigan
Holder of a provisional patent from the US Patent Office for an innovative solution to order management in retail
cabinet and countertop business model. Full patent application under way.