Mark Boright
Chief Financial Officer and VP of Finance - Bluegrass Cellular Inc
Elizabethtown, KY
Work Experience
Chief Financial Officer and VP of Finance
2009 to Present
Elizabethtown, KY 2009-Present
A two hundred million dollar wireless telecommunications carrier; directed a team of 31
Chief Financial Officer and VP of Finance
Responsible for all finance, accounting, regulatory compliance, billing, and IT functions for a privately owned
multi-company organization. Company achieved record earnings in 2009, 2010 and 2011.
• Selected and led implementation of customer billing and point of sale systems. Smoothest
implementation in Bluegrasss history, which greatly increased user functionality including SIM card
processing for 4G handsets. New systems resulted in $250,000 of annual cost reductions.
• Increased revenues $1.5 million annually by identifying pricing opportunities during my first 8 months on the job.
• Identified and renegotiated roaming clearinghouse fees resulting in $1,000,000 in annual savings within my first 60 days on the job.
• Reduced regulatory fees by $664,000 year one, with ongoing annual savings of $384,000.
• Reduced property and usage taxes by $100,000 per year.
• Tripled business insurance coverage while lowering costs by 30%.
• Developed detailed network cost per megabyte study that was utilized for Broadband profitability and pricing analytics.
• Developed retail store income statements and KPI performance reporting scorecards for 21 stores.
• Reduced working capital requirements by $8 million by improving treasury management.
• Improved accuracy and timeliness of financial reporting, as deemed by the External Auditors, for 3
consecutive years.
• Led IT system security review and procedural changes that passed PCI certification.
• Led significant improvements in the IT team and desktop support performance.
• Identified, negotiated and outsourced payment processing to a retail bank lockbox saving $80,000 per
year.
• Combined the Strategic Plan and annual monthly Budgeting models which reduced prep time by 8
weeks.
2007 to 2009
A two hundred million dollar manufacturer of world-class sport and recreational boats
Responsible for all accounting, budgeting, taxes, cost accounting and Sarbanes-Oxley compliance of a
publically traded boat manufacturer. Ten employees were under my supervision.
Triton Boats )
• Improved cash flow by reducing working capital by 50%
• Reduced finance staff by 40% while accelerating the monthly financial reporting and Sarbanes-Oxley
compliance by one day.
• Developed detailed model specific profitability and variance analysis
• Reduced transactional taxes by $100,000 per year
Corporate Controller
2006 to 2007
Brentwood, TN 2006-2007
A two hundred million dollar retailer of motorcycle and power sports products and services which moved the corporate headquarters to Allen, Texas in the summer of 2007.
Corporate Controller
• Implemented Hyperion financial reporting across 18 dealerships
• Renewed the insurance portfolio and negotiated a $700,000 (40%) reduction in business insurance
costs while increasing coverage
• Significantly improved the financial reporting timeliness and accuracy
• Improved the external audit process
Senior Director of Financial Planning and Analysis
2003 to 2006
Nashville, TN 2003-2006
A billion dollar insurance/manufacturing organization that acquired Lockline Insurance during my tenure
Senior Director of Financial Planning and Analysis
Responsibilities included budgeting, financial planning and analysis
• Started the planning and financial analysis function; hired and trained staff of 9
• Developed planning processes and models (top-down and bottoms-up detail)
• Identified $24 million of annual income opportunities
• Built cash flow and balance sheet projections used to extend credit line $70 million
• Transitioned and integrated risk management actuarial function
• Developed pricing analytics utilized in new customer and contract renewal negotiations
• Built M&A models used to negotiate Asurion/Lockline merger
• Enhanced financial and operational reporting; utilizing key productivity indicators
• Promoted to Senior Director June 2005
2002 to 2003
A twenty-five million dollar privately owned company providing real time information services (G.P.S.) to the trucking industry.
Vice President
2002 to 2003
Responsibilities included all financial and administrative functions.
• Relocated headquarters from Florida to Texas; hired and trained new administrative staff resulting in a
25% headcount reduction
• Annual company risk management/insurance renewal, with a 15% cost improvement
• Designed, implemented and automated 40 state/local transactional tax process
• Developed 5 year monthly business models utilized to raise additional capital funding.
• Improved cash flow by lowering accounts receivables days outstanding by 9 days
National Wireless CFO and VP-Finance
1996 to 2001
1991 to 2001
The largest US wireless telecommunications carrier.
VP-Finance - Midwest Region - Cellular One
1994 to 1996
VP-Finance
1991 to 1994
Managed all aspects of finance, and accounting for a $9 billion, 160 legal entity conglomerates.
Participated in acquisitions/mergers (negotiation modeling, and integration) of 6 acquisitions
(Ameritech Mobile, Pacific Bell Wireless, SNET Wireless, Comcast Cellular, AT&T-Arkansas, Bell
South). Actual results beat budget every year and I directed 300 employees.
• Lead merger integration officer of PacBell Wireless (start-up) and Comcast Cellular; both resulting in actual performance improvements that greatly exceeded synergy targets. Due diligence efforts in
Comcast adjusted purchase price down by $28 million.
• Developed and led world class finance team that propelled SBC to become the industry leader in profitability, market share, and return on capital. Improved operating margins and sustained double
digit income growth despite deregulation and predatory pricing due to a four fold increase in competition
• Implemented centralized procurement that resulted in $40 million is savings annually.
• Reviewed and approved all pricing and promotion proposals utilizing net present value and ROI
analytics
• Streamlined management reporting utilizing key drivers to effectively manage complex, multi-entity
organization with a two page report
• Enhanced investor relations reporting and industry benchmarking comparisons
Cellular One - Midwest Region & Chicago Market
Reported to the CEO, managed all aspects of operational finance, tactical planning, cash/treasury, and warehouse/retail operations. Cellular One became SBCs largest region ($1.5 billion) and grew
revenues 700% in 6 years while delivering actual financial results that beat budget every year.
• Led merger integration efforts of MLC markets acquired. Operating margins improved 20% in the first year.
• Hired, developed and led world-class finance team with six employees hired that later were promoted to regional CEOs or CFOs.
• Implemented centralized procurement that saved $8 million annually in the first year.
• Streamlined management and financial reporting focusing on key drivers; reduced monthly close 2
days
• Implemented new financial systems (G/L, reporting, Point of Sale, Inventory/warehouse)
• Reduced finance departmental expenses 48% and headcount 35% in a high growth environment
• Improved warehouse handling cost per phone from $4.22 to a company leading $1.89 while reducing
average inventory on hand by 12 days.
• Improved collection efforts resulting in a reduction in days sales outstanding of 22%
• Identified and implemented tax and regulatory savings of $500,000 annually
• Developed retail store and distribution channel analysis/effectiveness that lowered sales costs
• Promoted to Wireless Corporate CFO, VP of Finance
Education
MBA in Accounting
April 2000
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