John P. Kirk has over 25 years of experience in management, accounting, auditing, and international trade. He has held roles in supply chain management, sales, plant operations, and accounting for Fortune 500 companies like Chevron and Battenfeld Management. Currently pursuing an MA in International Policy with a focus on international trade policy. Seeks a position that utilizes his expertise in business management, trade, and accounting.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
1. John P. Kirk, MBA/CPA______________ ____ ____
__
3259 Glencoe Circle, San Ramon, California 94582 jpkirk99@gmail.com (925) 999-8905
Trade Policy and Business Management Professional
Summary of Qualifications
In-depth management experience with Fortune 500 company, accompanied with expertise in international trade
issues. Highly entrepreneurial manager with reputation as change agent. Experienced in supply chain management,
procurement, plant management, sales, and accounting/auditing. Comfortable with broad or narrow responsibility
managing large teams and working in complex, diverse environments or in working on highly focused individual
projects. Legally eligible to work in the United States and European Union. Candidate - MA International Policy
with specialization in International Trade.
Professional Experience:
Chevron Corporation October 2004 – April
2010
Account Manager – Chevron Oronite Company LLC (San Ramon, California) August 2007 – April 2010
• Overall account management responsibility for Chevron Global Lubricants (CGL) and Chevron Global
Marketing (CGM) in North America with combined sales of US$245 million in 2008.
• Negotiated pricing for products specific to North America and support Global Account Manager in global
price negotiations and in responding to Requests for Proposals (RFP’s).
• Led sales, products and technology, and supply chain transition teams to ensure smooth conversions to new
products. Engaged customer Supply Chain organizations to resolve logistics and supply issues
• Developed and executed Business Continuity Plan (BCP) for Oronite relating to CGL. Monitored BCP for
CGM, addressed gaps, and updated customer on BCP status on a quarterly basis.
• Developed annual Long Range Business Plan relating to sales to CGL and CGM in North America.
Updated forecasts on a monthly basis.
Supply Chain Manager, Chevron Global Lubricants (Toronto, Canada) October 2004 – July 2007
• Overall responsibility for the safe operation of two lubricant blending facilities and three warehouses in
Canada.
• Procurement of all finished products, raw materials, and containers.
• Transportation of all finished products and base oils from the United States as well as inter-Canada
transportation of finished products, base oils and other raw materials, and containers.
• Human resources – responsible for all operations staffing. Completed a restructuring of the Canadian
operations staff in February 2006.
• Health, Environment and Safety (HES) - responsible for HES initiatives in the Canadian operations.
Successfully instilled a safety culture in the Canadian organization through visible leadership and
implementation of initiatives such as monthly safety meetings, daily tailgate meetings, supervisor
engagements, safe work practices, and stop-work authority. Reduced recordable HES incidents from six in
2005 to zero in 2007.
Battenfeld Management, Inc October 1995 – September 2004
General Manager, Battenfeld Grease Canada, Ltd. (Toronto, Canada), July 1999 –
September 2004
• Overall responsibility for the operation of a lubricant manufacturing facility with thirty-five employees and
an annual throughput in 2003 of three thousand metric tons.
• Marketing and sales – increased sales 50% from 1999 to 2003. Won a significant contract in 2004 with a
major oil company, which was projected to increase revenue an additional 20% over 2003 levels.
• Human resources – completely restructured management team.
• Handled all interactions with the Communications, Energy and Paperworkers Union (CEP).
2. • Health and Safety – served as management chair of the Joint Health and Safety Committee.
(John Kirk – page 2 of 2)
Purchasing Manager, Battenfeld Grease and Oil Corporation, (Buffalo, NY), November 1996 – June 1999
• Responsible for the price negotiation for and procurement of all raw materials, packaging, equipment and
supplies necessary to operate three lubricant manufacturing facilities.
• Maintenance of the raw materials and packaging cost systems.
• Maintenance of the raw material and packaging approval system in compliance with the companies’
QS9000/ISO 9001 quality control system.
Controller, Haines Oil and Chemical, a Battenfeld partnership, (Buffalo, NY), October 1995 – October 1996
• Recompilation of the 1992 – 1995 financial statements.
• Implementation and oversight of accounting system residing on Battenfeld’s mainframe computer.
• Implementation of controls ensuring that Partnership resources were utilized in compliance with the
Partnership agreement.
The Delaware North Companies April 1988 – September 1995
Senior Corporate Auditor, The Delaware North Companies (Buffalo, NY), February 1990 – September 1995
• Planned and conducted financial and operational audits of Delaware North subsidiary units and corporate
departments.
• Trained and supervised junior audit staff members.
• Special project: Acting Controller, Alghanim Catering, (Kuwait), July – October 1992/July – August 1994
Staff Accountant, The Delaware North Companies (Buffalo, NY), April 1988 – January
1990
• Recorded international inter-company, marketable securities, and fixed assets transactions.
• Prepared monthly cash flow and bank reconciliations.
Education
• Monterey Institute of International Studies: MA International Policy – Candidate December 2011
Specialization in International Trade Policy
• Executive Program, Queen’s University June 2003
• State University of NY, Buffalo: BS/M.B.A., Financial Planning and Control May
1987
Certifications
• Certified Public Accountant January
2002
• Certified Internal Auditor February 1994
• Certified Management Accountant February 1993
Professional and Industry Affiliations
• Petroleum Packaging Council: Board Member/President 2001 –
2007/2007
• Society of Triboligists and Lubrication Engineers: Board Member/Chairperson 2000 –
2005/2005
Other
3. • Languages: English, French (intermediate proficiency)
• Citizenships: United States and Irish
References Furnished Upon Request