JOSEPH L.

BOROWSKI 108 East Oak Street, Ramsey, NJ 07446 201-934-9016 DIRECTOR - FINANCE PLANNING & ANALYSIS

jb17b6200@westpost.net

Financial Analysis & Reporting / Strategic Planning / Budgets / Cost Control / I nternational / Process Improvements / Modeling / Forecasting / Systems / Decisio n Analysis / Training As an experienced planning and finance executive, I developed innovative process improvements, upgrading management reports and underlying internal controls to reduce costs and improve the bottom line. I have partnered with client businessleaders, integrating processes to improve their operational performance metrics. I am recognized as a creative, strategic and innovative problem solver with stro ng analytical skills and business intuition who can interface successfully with top management across finance and non-finance functions. Using strong presentati on and leadership skills I bring immediate value by: * Developing to-the-point analytical models to streamline business processes * Creating financial reporting and budgeting platforms to lower operating costs * Accomplishing more with ever-decreasing resources * Meeting demanding objectives and performing against tight deadlines * Integrating multi-cultural management policies to foster strategic decision-m aking CAREER HISTORY & SELECTED ACCOMPLISHMENTS Pfizer 2010 - Present World's largest research-based biopharmaceutical company, revenues ~ $67 billion Director Portfolio Strategy, Valuation & Prioritization. Recruited to be a pres ence at NY Corp HQ, member of a team of 4, providing a consistent, accurate, and up-to-date view of the WBB development portfolio for all stakeholders, to suppo rt cross-BU trade-off decisions, as well as context for BD opportunities and wit hin-BU decisions. Partner with Worldwide R&D, BU functions, Finance, HR, Legal and Regulatory. Develop partnerships and collaborations with key stakeholders to provide enhance d knowledge share of inputs and outputs of valuation and prioritization. Synthe size the "wall of numbers" and vast array of data and information into relevant mediums and formats for clients; lead and develop the pipeline valuation process , gaining consensus and ensuring alignment and quality of information for all pr ojects. Ongoing design, implementation and management of new Enrich portfolio platform o f aligned valuation modeling benchmarks, guidelines and assumptions in order to support the pan-BU prioritization process and broader strategic initiatives; pro vide effective portfolio prioritization in a resource constrained environment th rough improved project cost analytics and reporting. Additional areas of facilitation: tracking total portfolio value (Value Base Goa ls), budget setting, portfolio context for strategic and investment decisions, L ong-Range Forecast and Corporate Strategic Planning, Robust Decision Making Init iatives, Common Analytical Platform (CAP). KPMG, LLP 2000-2009 -Big Four- international public accounting firm with worldw ide revenues of $23 billion Director, Finance & Accounting. Reporting to EVP Marketing and CFO Finance, rec

ruited as US Marketing Controller in a newly created role to build Finance team and Processes. Responsible for driving the strategic business planning & reporti ng process, providing financial and strategic leadership to domestic marketing o rganization and aligning internal execution with corporate strategy. Manage budg ets to $100M, staff to ten. Created marketing and finance reporting platform (TM1/Cognos). Division lacked f ormal finance team and processes. Hired new team of financial professionals. Cre ated proactive financial reporting and analysis system with KPI dashboard allowi ng for $4.5M spend reapportionments. Provided financial support and internationa l linkage across six regional areas and corporate home office. Saved $6M with new financial guidelines. Lack of defined financial policies at K PMG affected US Marketing operations. Instituted strict GAAP reporting requireme nts and controls. Created new policies manual. Generated savings in Travel & Ent ertainment, technology purchases and -Salary Creep- from staff turnover. Implemented $5M internal program reductions using zero-based budgeting. Division lacked comprehensive measurable budget process. Recognized opportunity to creat e/automate new process with clearly defined risks/opportunities ensuring connect ivity of Marketing Spend. Leveraged effective decision support for new, lean bud get. Led creation of three-to-five-year Strategic Plan. Developed organizational compensation budgeting process. Division could not defi ne organization staffing. With 25% turnover, identified need to create compensat ion structure and identify enrollment costs and recruiting fees. Established pro cess within formal budget cycle, differentiating internal and external recruitin g costs. Gained control of operating budget. HR policies reduced turnover 68%, s aving $500K in accession fees. Established annual budget, quarterly and monthly financial variance review proce ss. Planning and review processes were seriously outdated. Re-designed processes for developing, coordinating and communicating business strategies and objectiv es. Enabled reliable and accurate planning, forecasting, focusing on key issues. Provided timely results, emphasizing strategic thinking and ROI resource maximi zation. Additional Areas of responsibility: Capital and Fixed Asset Accounting, Contrac t Analysis, Revenue Reporting, AP/GL, monthly/yr-end close, special projects. NOVARTIS PHARMACEUTICALS / CIBA-GEIGY 1987 - 2000 Swiss based pharma company , worldwide sales $17B; US sales of $5 billion; Novartis was a result of Ciba-Ge igy / Sandoz Inc. merger in 1996 Associate Director Business Analysis 1999-2000. Automated and coordinated report ing of sales results, using performance metrics, competitive analyses and region al physician motivators. Standardized procedures and processes, created knowledg e management data warehouse. Collaborated on developing new business approaches and opportunities for sales force of 3,000. Designed financial metrics-reporting across disparate sales forces. Provided con nectivity between area sales regions and home office to bridge existing informat ion gap. Developed metrics reports, leveraging resident knowledge of key busines s drivers to generate strategic forecasts. Enabled sales leadership to drive up daily targeted calls and maximize use of field days. Drove 32% increase in sales process efficiencies. Associate Director Demand Management, 1997-1999. Established new Demand Manageme nt Team, leveraging internal subject matter experts to develop forecast models f or over 30 brands and 400 SKUs. Implemented training modules for supply chain ma

nagement worldwide. Pioneered new consensus-driven forecasting team/process. Newly formed company lo oked to focus on key products in strategic therapeutic areas. Identified need to merge US and European forecasting cultures. Created forecasting policies aligne d with business needs. Led Worldwide Demand planning process team. Led rationalized portfolio of non-promoted products project team. Senior Managem ent sought proposals for optimizing the value of existing non-promoted portfolio . Chartered to source recommendations and management concepts. Successfully impl emented short-term initiatives, improving profits, and longer term flexibility o ptions for legacy product families with sales of $750M. Key Member, Novartis Portfolio Integration Team, 1996. Selected as key player on six-person project team, performing an in-depth financ ial review of legacy lines. Tasked with time-critical portfolio prioritization b y product and therapeutic area, Identified long term sales goals, optimum staffi ng and promotional resources required. Completed project on time, facilitating p ost-merger work streams. Established initial Novartis portfolio with projected $ 5B sales. CIBA-GEIGY Corp. Swiss based chemical & pharmaceutical products company, world wide sales of $10 billion; Manager Marketing Business Analysis, Ciba Pharmaceuticals, 1995-1996. Founding m ember of strategic operational department, responsible for providing high qualit y financial and business analyses to both internal and external clients. Deliver ed product sales & rebate forecasts, regional P&L's, trend and competitive analy ses, discounted Cash Flow/ROI analyses and portfolio pricing strategies for over 160 SKUs. Saved $6M with development of Ciba marketing model. Pharmaceutical division was facing competitive challenges from pending generics. Led group of financial expe rts to work with product teams and sales leadership, establishing new model to d rive top-line and bottom-line results. Automated sales reporting and forecasting , implemented SKU level accuracy metrics; Created link with Managed Care. U.S. Corporate Headquarters Senior Financial Analyst, 1993-1994. Compiled and an alyzed corporate financials for internal & external reporting in accordance with professional accounting and reporting standards (GAAP and IFRS).Presented to Bo ard of Directors and Bond Rating Agency meeting. Acted as internal audit liaison with Group Companies and International Headquarters. Ciba Pharmaceuticals: Senior Financial Analyst, 1990-1993. Established automated financial reporting package for US Corporate, the Pharmaceutical Division and Ciba Global Management . Financial Liaison Ciba Consumer (OTC) business. Financial Analyst / Cost Accountant, 1987-1990. As financial liaison, coordinat ed the preparation of management reports, including commentary and analysis for annual budgets, cash forecasts, product lines, operating expenses and manufactur ing variances. Automated manual processes. UNION CARBIDE CORPORATION 1985-1987 Wholly owned subsidiary of Dow Chemical, US Sales $7billion Financial Analyst, Accounts Payable Coordinator, Cost & Plant Accounting and int ernal auditor. EDUCATION & AWARDS MBA, Finance, Fairleigh Dickinson University - 1991

BS, Finance/Accounting, Fairfield University - 1985 Proficiency in Excel, PowerPoint, Word, Access, PeopleSoft, Hyperion, Business O bjects, TM1, Cognos KPMG Finance Course Instructor: Operating Statement Analysis, Expense Reimbursem ent Policy Preparation and Presentation of Financial Management Courses at Ciba-Geigy: Int roduction to Financial Statements, Cash Flow Reporting, Return on Net Assets, Ex change Rate Valuation Pfizer IPA Award recipient KPMG Chairman`s Award (twice) for outstanding community service. KPMG Outstanding Mentor Award. Novartis Business Excellence Award. Ciba Pharmaceuticals Division Presidential Award Recipient. PERSONAL I am an active Board Member of the Ramsey Soccer Association. I also participate in numerous community charity activities. Additionally, I am a USSF Licensed So ccer Referee and an avid musician.