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34 New Hampshire
Irvine CA 92606
Home: 949-769-6070
Cell: 949-232-2946

Executive Management: Finance, Operations, Procurement

MBA | Certifications: PMP & Chartered Accountant
Global business executive with extensive leadership experience in finance, opera
tions, procurement, and project management. Proven ability to turnaround under-p
erforming organizations; establish strong relationships with demanding, high-pro
file clients; and implement process and system improvements that increase produc
tivity, efficiency, profitability, and customer satisfaction. Excels in driving
change and managing stakeholder communications and expectations. Permanent resid
ent eligible to work in the United States (Green Card).
Strategic Planning
Vendor Relations
Internal Controls
Budget Planning
Cost & Expense Control
Financial Management
Business Analysis
System & Process Improvement
New Business Development
Overhead Reductions
Brandix Lanka Group, multiple locations, 1996 to present
Apparel maker producing clothing, fabric, and accessories for branded US and UK
retailers, with 25,000 employees and annual sales of $450 million. Orders are ha
ndled by Brandix Asia; marketing and procurement by Brandix Apparel; and product
ion by various subsidiaries based on product and customer.
Consultant, Brandix Asia Ltd., Irvine, CA, 2009 to present
Relocated to US in 2009, relinquishing former EVP title but continuing with many
of the same duties on a consulting basis. Lead $12 million Lawson M3 implementa
tion and all process improvement activities across the organization. Supervise 2
2 employees, eight full-time external consultants, and part-time staff as needed
. Partner with Lawson US to facilitate installation and serve as a member of the
Lawson Fashion Customer Advisory Council.
Executive Vice President, Brandix Lanka Ltd., Colombo, Sri Lanka, 2006 to 2009
Led process improvement initiatives and Information and Communication Technologi
es (ICT), including governance, security, and procurement; software development
and integration with legacy systems; and infrastructure optimization to match e-
mail, ERP, and communication requirements. Managed 20-person ICT staff and $3 mi
llion annual ERP budget.
*Centralized reporting, AP, and AR functions by installing Lawson Financial for
all 20 group companies in 2007 and establishing a shared services unit the follo
wing year.
*Improved bottom-line results by $3 million in 2009 by leading a 12-person proce
ss improvement team that used TCT and Six Sigma principles to streamline workflo
ws, enhance systems, and reengineer processes.

CEO, Brandix Light sew Ltd., Colombo, Sri Lanka, 2006

Managed operations, marketing, and finance for a $30 million, 2400-employee subs
idiary producing garments for GAP, Tommy Hilfiger, and Lands End.
*Turned around a money-losing business and produced a profit within four months,
prior to merger with Brandix Casual Ware Ltd.
*Introduced best practices in merchandising, order processing, production and fi
nancial planning.
Gained new business from Lands End and Ann Taylor.

CEO Procurement, Brandix Apparel Ltd., Colombo, Sri Lanka, 2003 to 2006
Managed purchasing and sourcing for $350 million subsidiary, with oversight for
strategy, system development, and group performance. Administered $150 million p
rocurement budget that supported multiple associate companies. Supervised 16-per
son staff with three direct reports.
*Cut $3 million in 2006 expense by purchasing in bulk and negotiating lower fabr
ic costs.
*Established the company's initial sourcing operations and opened two branch off
ices in India and Hong Kong.
*Led team in receiving the 2006 Master Blaster Award, presented to the Brandix A
pparel division with the best performance for the year.
*Simultaneously directed all company administrative functions for three Sri Lank
an offices (maintenance, utilities, telecommunications, etc.).

Sector Director/CEO, Brandix Casual Ware Ltd., Colombo, Sri Lanka, 1996 to 2003
Recruited as Finance Director for struggling LM Apparel, Ltd. (became Brandix Ca
sual Ware in 2003), a $100 million company producing casual slacks for GAP, Abe
rcrombie & Fitch, Lands End, Next, and Marks & Spenser. Promoted to CEO within f
ive months; at Board's request, also assumed leadership of six other companies i
n 1999-2000, which resulted in a combined "pants cluster" with 7000 employees an
d annual sales of $80 million.
*Improved financial results by implementing Accpac software, reorganizing financ
ial operations, and introducing forecasting and long-term planning functions.
*Increased production quality using automation, ISO 9001 guidelines, and Japanes
e manufacturing methodologies.
*Created additional efficiencies by standardizing production across eight plants
and centralizing merchandising, finance, and planning operations.
Established new customer relationships with Abercrombie, Tommy Hilfiger, Gap, Jo
nes of New York, and Marks & Spenser.
*Facility has won Platinum Certification for Leadership in Energy and Environmen
tal Design, given by the US Green Building Council.

Lux Shirts Kahawatte, Colombo, Sri Lanka: CEO
Carson Cumberbatch & Co., Colombo, Sri Lanka: Senior Controller
IBM, Colombo, Sri Lanka: Accountant
Ministry of Local Government & Housing, Colombo, Sri Lanka: Finance Consultant/R
esource Specialist
Amsterdam Rotterdam (AMRO) Bank, Colombo, Sri Lanka: Internal Auditor
Ernst & Young, Colombo, Sri Lanka: Manager

MBA, University of Sri Jayewardene Pura, Colombo Sri Lanka
BA in Clothing, Manchester Metropolitan University, United Kingdom
Fellow member, Institute of chartered Accountants, Sri Lanka
Fellow Member, the Chartered Institute of Management Accountants, UK
Member, Project Management Institute, US

Observer, Audit Committee, Sri Lankan Airlines, 2008 to present
Director & Chairman of Audit Committee, Seylan Bank, 2008 to present