Matthew Miner
Duke MBA (May '09)
| Headline: | Club Leader |
| Skills: | Business, English, Languages, Management, Spanish |
| Groups: | Duke Start-Up Challenge - Spring 2011, Duke Start-up Challenge 2008-2009 (old), Duke Start-Up Challenge 2009-2010 (old) |
| Interested in: | Growing my group, Helping members of my groups, Meeting new people, Partnering with other groups, Professional opportunities, Sharing my projects |
| Schools: | Arizona State University, Duke University |
WORK EXPERIENCE
| Employer: | Deere & Company, Lenexa, KS |
| Position: | Project Manager Intern, John Deere Ag Tactical Marketing |
| Time period: | May 2008 - July 2008 |
| Description: | • Led project to improve execution of Deere’s Shows and Events promotion strategy. Determined business need for greater process consistency. Created and implemented a variety of tools (e.g., checklists, data sharing), and trained seven geographically dispersed Sales Promotion Coordinators on new processes. Changes saved more than $1M (NPV) and 2000 annual employee-hours.
• Created field-employee survey to measure the financial and brand-related impact of Show participation. Executed prototype survey process for two specific Shows. Survey methodology will be adopted to understand the selling value and brand-building effects of future Show promotions. • Provided strategic recommendation to leverage insights and signals from Dealers to rationalize the list of Deere-supported Shows and Events; recommendations incorporated as part of the add/delete decision for Event promotions. |
| Employer: | Intel Corporation, Chandler, AZ |
| Position: | Strategic Financial Analyst, (2006 – 2007) / Sr. Financial Analyst, (2005 – 2006) |
| Time period: | December 2004 - November 2007 |
| Description: | • Managed a cross-functional team of 30 analysts, negotiators, and engineers to assess the risk posed to Intel by financially unhealthy suppliers. Created a rating system for 160 suppliers enabling Intel to focus resources on the riskiest suppliers. Recommended process adopted, and currently in use.
• Directed a six-person finance team, working with Engineering and Purchasing, to deliver $35M in marginal revenue in 2006 and 2007 by easing a capacity constraint; NPV was $11M. Recognized by senior management with Divisional Recognition Award for spearheading this key initiative. • Performed statistical analysis of capital equipment needs and convinced plant management to sell idle manufacturing equipment. Excess equipment was sold for $7.2M in 2005. • Partnered to create a more competitive sourcing process for critical manufacturing suppliers. Recommendations mitigated supplier financial risk, improved manufacturability, and saved $26M. • Managed the consolidation of Intel’s capital forecast for manufacturing in fourteen plants across the U.S., Europe and Israel ($1.7B in 2006); collaborated with a dozen analysts across geographies to provide information necessary for decisions. Worked as an internal consultant, presenting scenario analyses, and spending risks and opportunities to senior management in manufacturing and finance. • Selected to instruct 40 financial analysts in day-long course, Excel for Better Data Management. • Coordinated a team to recruit Arizona State MBAs for Intel’s Finance organization. |
| Employer: | Seidberg Law Offices, Phoenix, AZ |
| Position: | Project Manager |
| Time period: | December 2001 - November 2005 |
| Description: | • Developed and implemented recruitment strategies to expand and improve Collections Department staff, greatly enhancing client service and growing revenue from $1.4M - $1.8M over one year. |
EDUCATION
| University: | Duke University |
| Time period: | 2009 |
| Degree: | MBA |
| University: | Arizona State University |
| Time period: | 2002 |
| Degree: | Finance, BSc |
INFORMATION
| Hobbies: | Used Spanish professionally at Seidberg Law, and in the community, with Iglesia Nueva Vida, a Spanish-speaking mission church. Enjoy carpentry, upland hunting, placer mining, and running. |
