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Henr y Dunc an hduncan@gmail.com 925-595-8874 Pg . 2 of 2
Corporate Senior Manager, Finance Shared Services Organization, Buy to Pay (2003 to 2005)
Promoted as the point person to build the new Shared Services Department of the Finance Shared Services Organization
in Corporate Finance that maintaine d delivery of $8 billion in transactions. Directed general finance, controller ship, and
accounting. Utilized Six Sigma initiatives. Served as the Program Finance professional and instilled reporting discipline.
ENTERPRISE IMPACT:
• Drove $5 million in annual savings through financial analysis and project planning.
• Mapped out departmental process to transactional activities and set up an activity-based costing framework, saving
company over $5 million.
• Put into place company’s initial SOX 404 program and reduced financial exposure from poor accounting practices by
more than $25 million.
Financial Leader, Financial Shared Services & IT Procurement, Hospital IT Division (2002 to 2003)
Administered a $70 million departmental budget with 45 staff. Integrated IT procurement, strategic financing, asset
management, material management services, vendor managements shared services, human capital resource
management and facilities during department restructuring.
ENTERPRISE IMPACT:
• Eliminated unneeded projects and combined under-utilized facilities cutting $5.25 million from facilities
management.
• Reduced purchase order exposure from $90 million to $5 million and decreased days outstanding from 100 to 45
after revamping the e-procurement system and pr ocesses.
• Saved over $250,000 annually through centralization of management of more than 400 IT contracts worth $500
million, which eliminated storage waste and decreased access time.
Operations Finance Leader, Network Services and Distributed Computing, Hospital Division (2000 to 2002)
Oversaw finance, accounting, asset management and material services for a $300 million division. Supervised 18 staff.
Piloted department’s first capital acquisition and requisition tracking pr ocess.
ENTERPRISE IMPACT:
• Eliminated more than $2 million in capital expenditures through installation of a new capital order process,
centralizing the division’s procurement and eliminating duplicate ordering
• Increased cash flow by $5 million by re-evaluating the lease vs. buy strategy of a ssets.
MARRIOTT INTERNATIONAL, Washington, DC 1994 to 2000
International hotel chain with more than 150,000 employees worldwide and $25 billion in revenue.
Director of Finance, Panama Marriot Hotel, Panama City (1998 to 2000)
Controller, El Paso Marriott (1996 to 1998), Senior Assistant Controller, Denver Tech Center Marriott (1996),
Assistant Controller, Albuquerque Marriot Hotel, New Mexico (1994 to 1995)
Steady advancement at Marriott due to consistent, performance-driven successes. Promoted to manage the start up in
Panama City and all general finance, IT, and accounting. Created business plan and supervised 12 staff.
ENTERPRISE IMPACT:
• Collaborated with Sales and Marketing to increased room revenues $2 million annually by revising rate structures
and providing special corporate ince ntives.
• Negotiated line of credit extendible to 5% of revenues with local financial institution, allowing the hotel to open
even though the owners were only able to secure 7% of their stipulated working capital.
EDUCATION & AFFILIATIONS
Executive MBA, PEPPERDI NE UNIVERSI TY, Malibu, CA
BS, Finance & Business, University of Texas, El Paso, TX
Leadership Board, Pepperdine Graduate School of Business, Director of Sponsorships, Current
BOD & Interim CFO, Tamarisc, Inc (start-up biotech firm), 2009-2013
BOD, Local Interest Group in San Francisco for itSMF, 2007-2009
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