458 Lenox Avenue, South Orange, NJ 07079
(917) 744-6220 http://donaldmcmichael.com
Finance and Strategy professional with experience in media/entertainment and technology industries.
Strong ability to leverage expertise in finance, business development, and operations to create, build and
re-engineer business models to drive profitable growth. Highly regarded for ability to challenge
convention and collaborate with high-level stakeholders to achieve win-win solutions. MBA in Finance -
Duke University; BS Electrical Engineering - University of Virginia. Areas of expertise include:
- Financial Planning & Analysis (FP&A) - Operational Analysis
- Agile Strategic Planning - Partnership Development
- Business Modeling - Resource Planning
NATIONAL URBAN LEAGUE, New York NY 2007 to 2009
Led for-profit business (social enterprise) of this national community-based movement.
Vice President, Entrepreneurship & Business Development
Recruited to translate concept into reality; within 1 year, designed and built out a scalable business model,
developed strategic partnerships, and generated community support and interest.
Generated $1.5 million of consulting fees; secured engagements with two Global 100 firms.
$50 million of divested assets acquired by urban entrepreneurs.
MCMICHAEL GROUP, LLC, South Orange, NJ 2000 to 2006
Private consulting practice servicing intellectual property based media/entertainment concerns.
Provided advisory services around financial management and data-driven business analysis. Created
sophisticated models that provided financial analysis and decision support on key business components.
Strategic Communication; created investor marketing package (business use case, supporting
financials, and marketing brief) that allowed New Media Technology, Inc, to ease investor concerns
and close their multi-million dollar 2nd funding round.
Doubled ROI for a Brazilian media company by leveraging its true assets – existing relationships
– to dramatically reduce the associated costs and risk. Crafted sophisticated financial model that
afforded testing of the underlying assumptions.
Interim COO responsibility; worked with the founders of iAnswers to solidify their online
information exchange concept, install the finance/accounting process, and develop seed funding
package which secured $1.5 million.
SHOWTIME NETWORKS, INC., New York, NY 1994 to 2000
A $1 billion division (former Viacom property) of CBS Corporation that provides premium television
services (commercial-free movies and original shows)
Vice President, Financial Strategy (1997 to 2000)
Managed product rationalization and deal making (subsidiary development, acquisitions and divestitures)
initiatives. Initiated $172 million of strategic projects that better positioned the organization for an
unsettled environment. Reported directly to the EVP of Finance & Operations.
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Extracted $54 million of value from an unprofitable, declining business. Identified strategic buyer
and structured asset sale/marketing partnership for Showtime’s retail satellite-programming
Crafted new business models to leverage new ways of creating, distributing, and monetizing
content in the evolving digital-driven environment. Created incremental revenue streams from
participation in emerging nonlinear (Video-on-Demand, IP-based delivery) distribution market.
Director, Corporate Development (1994 to 1997)
Promoted by the EVP of Finance and Operations, after serving as Manager of Financial Planning &
Analysis (6 months), to reengineer the company’s finance and accounting operations. Provided complete
financial/accounting oversight for a $52 million retail sales unit.
Designed the $30 million 3-way capitalization structure that ensured creation of the Sundance
Channel – a property that grew in value to $496 million (a 16-fold return), 12 years after launch.
Gave new life to fully depreciated products. Conducted economic analysis, leveraging
underutilized library content to secure newly available space on cable systems – leading to “green
lighting” of the TV Land franchise.
Maximized Return-on-Equity (ROE) by utilizing the findings of a competitive intelligence
exercise to target favorable niche acquisitions.
ALLIEDSIGNAL, INC. (now Honeywell), Morristown, NJ 1991 to 1994
A $15 billion multinational manufacture that develops technically advanced industrial products
Financial Analyst, Engineered Materials Sector
Provided financial management oversight (planning, budgeting, and reporting) for a $50 million retail
sales unit. Captured $400,000 annual savings; directed cross-functional team that restructuring the
division’s transportation practices.
FASHION INSTITUTE OF TECHNOLOGY (FIT), New York, NY 2002 to Present
Adjunct Professor – Business Planning and Analysis
New Venture Development: a hands-on business planning course that provides an understanding of
opportunity evaluation and the tasks, decisions, and knowledge (i.e. operating model design and go-to-
market strategies) that are required to turn an idea into a sound business opportunity.
NEW JERSEY INSTITUTE OF TECHNOLOGY – NEWARK, NJ 2009
Adjunct Professor – Global Marketing Strategy
Provided understanding of current international business environment; and the insights, skills, and
approaches required to exploit global market opportunities.
METROPOLITAN COLLEGE OF NEW YORK – New York, NY 2002 to 2003
Adjunct Professor – Digital Economy and e-Commerce
MBA-level course on how to develop and implement profitable technology leveraged business models.
DUKE UNIVERSITY – Durham, NC
Master of Business Administration (MBA), The Fuqua School of Business
UNIVERSITY OF VIRGINIA (UVa) – Charlottesville, VA
Bachelor of Science, Electrical Engineering