Alison Cornell is an accomplished senior financial executive with over 30 years of experience leading finance teams and driving business transformation. She has held CFO and other senior finance roles at International Flavors & Fragrances, Covance, and AT&T. Her experience spans the telecommunications, pharmaceutical, and consumer products industries. She has a proven track record of improving operating margins, increasing efficiency, and identifying over $3 billion in cost savings through strategic initiatives.

1. ALISON A. CORNELL
Belvidere, NJ 07823
Residence: (908) 453-4071• Mobile: (908) 883-0254 • alisoncornell@comcast.net
Accomplished,highly skilled, global, senior financial executive and business leader with track record, in three
industries, of business transformation, accelerated growth, and breakthrough performance.
SUMMARY OF QUALIFICATIONS
 More than 30 years of successfulexperience in key leadership roles and positions of increased responsibility
 Strong leader, strategist,and decision maker with demonstrated ability to perform comprehensive analysis of existing
business practices; utilize vision, instincts,and experience in aligning solutions with organizational objectives; and devis e
programs that reduce operating expenses and increase efficiency, productivity, and profitability.
 Driving force behind turnaround of >$675 million Phase IIb-IV business,improving operating margin from low single
digit to a sustained high teen level, coupled with strong revenue growth.
 Designed and implemented results review, rolling forecast and monthly operating review processes,which changed the
way the company is led from a financial perspective.
 Led development of global short and long-term global detailed business plan with over $30 billion in revenue across 14
product lines and expense budgets of$25 billion.
 Personally responsible for identification of over $3 billion cumulative cost savings through a series of recommendations
to AT&T Business Services Enterprise (ABS) President and AT&T CEO.
 Resilient, forward-thinking, and results-oriented executive with straightforward approach,integrity, and excellent
communication, negotiation,and interpersonal skills; special talent for motivating multi-disciplinary teams in rapidly
changing environments.
 Masterof Business Administration reinforced by successfulcompletion of highly prestigious Executive Education
Program at Harvard Business School.
 Flexible, adaptable, and self-confident team player with deep commitment to moving a business forward.
 Successfultrack record in three industries: telecommunications, pharmaceutical and consumer products.
AREAS OF EXPERTISE
• Public Company CFO • Telecom, Healthcare & Chemicals/Consumer Products
• Board of Director Interaction • InvestorRelations
• Business Planning • Process & Controls
• Business Turnaround • Problem Solving in Complex Environment
• Cash Management • Performance Metrics & Financial Reporting
• Forecasting • P&L
• Financial Analysis • Sales Operations
• Global Leadership in Matrixed Structure • Strategic Partnering
• Internal Auditing • Zero-Based-Budgeting
CAREER HIGHLIGHTS
International Flavors & Fragrances Inc. (NYSE: IFF), New York, NY (July, 2015 – October, 2016)
A leading global creatorof flavors and fragrances for consumer products, driven by leading innovation,consumerinsights,
research and development,creative expertise, and customer intimacy used to co-create unique scents and tastes for fine
fragrances and beauty, detergentsand household goods,and well-loved foods and beverages, with over $3.1B of revenue, top
tier EBITDA margin of 22.2% and ~$600M of Operating Profit.
Executive Vice President & Chief Financial Officer (July, 2015 - October 2016)
 Led global Finance and Information Technology team of ~500 associates .
 Led global Finance Transformation initiative focused on designing the most simplified, streamlined, efficient, best-in-class
global process and associated service delivery model for over 30 process areas, with process redesign work underway.
 Introduced Zero-Based-Budgeting concepts for 2016 budget cycle, with broader rollout underway.
 Obtained 500M Euro Bond financing at a substantially lower rate.
 Developed programs to reduce effective tax rate, with implementation underway.
Covance, Inc. (NYSE:CVD), Princeton, NJ (2004 – July, 2015)
One of the world'slargest and most comprehensive drug development services companies,providing a portfolio of preclinical
and clinical development and commercial service offerings to pharmaceutical and biotech clients,managing over 15,000
clinical trial protocolsin 100 countrieson 6 continents,with over $2.5B of revenue and $175M of net income.

2. ALISON A. CORNELL PAGE 2
Corporate Senior Vice President & Chief Financial Officer (2012 – July, 2015)
 Led process to assess strategic alternatives,resulting in sale of business at 32% premium.
 Led capacity rationalization and cost reduction project resulting in >$125M in annualized profit improvement, a lower cost
infrastructure and improved competitiveness.
 Executed $400M share repurchase program.
 Obtained $250M in Private Placement financing and negotiated attractive terms on revolving credit facility.
 Designed and executed programs that significantly improved cash flow and lowered the company's Days Sales
Outstanding by approximately $300M or 10% over a two year period.
 Implemented business planning and profitability assessment tools that enhanced financial analytics and improved
efficiency.
 2013 recipient of NJBIZ 50 Best Women in Business Award.
Vice President – Global Financial Planning & Analysis (2009 – 2012)
 Designed and implemented results review, rolling forecast and monthly operating review processes, which changed the
way the company is led from a financial perspective.
 Simplified and streamlined the Budget development and review process .
 Designed and implemented a project profitability tool used to assess performance and rapidly course-correct.
 Led project that generated >$35M in expense savings and cost avoidance,resulting in a lower cost infrastructure.
 Led Pan-Covance negotiation of Strategic Alliance Agreement, including Key Performance Indicators (KPIs) and Key
Trial Indicators (KTIs), Pricing, Inflation and Cash Neutrality Negotiations.
 Received back to back Senior Management Awards: People for most outstanding influence on employees and their
development in 2011 and Process Improvement Award for most improved process in the company for 2010.
Vice President – Finance, Late Stage Development Services (2004 – 2009)
 Transformed a slow-growing business line (Phase IIb-IV) into a major growth driver for the company, and a below-
industry average margin business into an above-industry average margin business, improving operating margin % from
low single digit to high teens.
 Improved Days Sales Outstanding (DSOs) from triple digit to negative single digit through a series of short term
interventions and process improvements.
 Implemented tools for and discipline and rigor into Pricing, Contract Management and Resource Management processes,
while balancing with client needs.
 Co-led development of strategic partnerships with pharmaceutical and biotech companies .
 Received back to back Senior Management Awards: Chairman’s Award (Torch of Strength) for the most outstanding
achievement in the company for 2006 and Process Improvement Award for most improved process in the company for
2007.
AT&T, Bedminster, NJ (1984–2003)
AT&T Business Services (1990-2003)
A voice, video and data communicationsbusinessunit serving the local and global communications needs of more than 4
million public and private-sectorbusinesses and governments, in more than 850 cities and 60 countries,with over $30B of
revenue, and $7B of EBIT.
Financial Vice President, Forecasting,Performance and Investment Analysis (1999–2003)
 Directed team of 150 associates in forecasting, business planning,and investment analysis delivery in AT&T Business
Services Enterprise (ABS). Processes involved 300+ matrix-managed end users.
 Provided forecasting and financial analysis that was used as the basis of AT&T’s dealings with Wall Street and debt
rating agencies, influencing stock price and debt rating of the company. Achieved 99% or better forecasting accuracy in
2002.
 Led a matrixed revenue forecasting process involving 70 branches domestically and internationally, as well as central
sales and product operations teams.
 Led the development of short and long-term (5-year) business plan (over $30 billion in revenue and $7 billion in EBIT),
identifying and quantifying interventions that accelerated revenue growth in key strategic areas.
 Identified $2 billion+ of strategic interventions,accelerating revenue growth between 1999 and 2003.
 Realized cumulative savings ofover $3 billion between 1999 and 2003 by identifying and implementing a series of
recommendations to reduce operating deficiencies and associated costs and streamline processes; mobilized the
organization to bring opportunities to fruition.
 Co-authored strategic intervention initiative that fundamentally redesigned business unit to support and accelerate
achievement of strategic imperatives and business commitments.
 Developed comprehensive financial model used to assign expense reductions, create organizational design alternatives,
assess design affordability, and perform sensitivity analysis.

3. ALISON A. CORNELL PAGE 3
 Created and implemented comprehensive integrated business planning process that ensured direct linkage of business
cases and operational activity drivers.
 Led information systems team that developed tools that improved the efficiency and effectiveness of the organization.
 Provided leadership that enabled business case development and investment analysis team to create extensive array of
business cases that became key element in 5-year plan.
 Created forward-looking and predictive management reporting and performance analysis for Senior Leadership Team,
devising and analyzing product and segment profitability statements; developing weekly and monthly dashboards that
linked key operational indicators with financial performance in predictive manner; and analyzing SG&A and other
operating expenses. Evaluations included trend analysis and comparison to industry benchmarks.
 Devised forecasting process used by AT&T Corporate Finance to assess earnings position.This key advisory and
participatory role was consistently recognized as vital to the company’s interests.
 Developed financials to support severalmerger, acquisition, and spin-off scenarios and co-developed a series of
recommendations presented to the AT&T CEO and Board of Directors.
 Selected by executives at highest level of company to provide lead financial support to due diligence team for
AT&T/Concert/British Telecom (BT) negotiations.Over the course of this delicate and critical assignment, represented
and defended 5-year plan financials during rigorous examination by investment bankers, attorneys,industry analysts,and
senior members of BT and Concert leadership.
CFO, Business Network Services, Sales, Customer Care and Strategy & Development (1994–1998)
 Provided end-to-end financial support to largest strategic business unit ($22 billion in revenue and $6 billion in EBIT).
 Delivered comprehensive financial support to 4 market segments responsible for generating 90% of business unit revenue
and Customer Care Organization over an 8-year period from 1990 to 1998. Managed the analysis of performance results
associated with contribution margin, revenue growth, units, expense, average revenue per customer, unit cost,sales
productivity, market share, and otherkey metrics. (Segments included Global, Growth, Commercial & Small Business.)
 Directed development of “gaming” demand and financial model that incorporated competitive market dynamics, market
research, and industry growth scenarios.Enabled marketing, sales, and strategy executives to grasp financial and
operational impact of alternative marketing approaches.Facilitated trade-off decision making by assessing potential
earnings impact of alternative investments.
 Directed development and implementation of sales contribution model for 70 branches in Global sales force. Model
focused on customer level profitability, ensured linkage of sales force to business plan,and provided measurement system
aligned with management model.
 Managed cross-functionalteam that developed economic model for analysis of deal-specific profitability and associated
market impact
District Manager, Business Network Sales (1990–1994)
Forecast Manager, Marketing and Sales Operations – Data Systems Group (1989)
Manager – Performance Metrics, Marketing, and Sales Operations – Data Systems Group (1988–1989)
Senior Internal Auditor (1988)
Auditor (1986–1988)
Systems Analyst/Designer (1984–1986)
EDUCATION & CERTIFICATIONS
Certified Treasury Professional, 2003
Villanova University, Villanova, PA
Certificate in Treasury Management (2003)
Harvard Business School, Cambridge, MA
Executive Education: Program for Management Development (2001) – only candidate sponsored by AT&T
Rutgers University Graduate School of Management, New Brunswick, NJ
Masterof Business Administration in Marketing, with honors (1998)
Rutgers College, New Brunswick, NJ
Bachelor of Arts in Psychology,with high honors (1983)
Additional Professional Development:
Wall Street Prep Financial Valuation Bootcamp, New York, NY (2012)
Six Sigma Green Belt (2004)
Center for Creative Leadership, Greensboro, NC (1998)
Thunderbird – American Graduate School of International Management, Phoenix, AZ (1994)

4. ALISON A. CORNELL PAGE 4
PROFESSIONAL AFFILIATIONS
Financial Executives International; Association for Financial Professionals; Institute of Management Accountants; Financial
Woman’s Association; National Association of Female Executives; Harvard Business School Club of Greater New York
PROFESSIONAL AWARDS
Association for Financial Professionals Honors (2007)
NJ BIZ 50 Best Women in Business (2013)
Finance Monthly CFO Award (2014)
CFO Innovation Award (2015)