PROFESSIONAL EXPERIENCE
COMPANY CONFIDENTIAL
Controller
Full Finance and HR responsibility for corporate and 120 Retail centers.
Treasury management includes cash forecasting, ST and LT investment
decisions, banking relationships and adherence to debt covenants.
Set up investment sweeps.
Manage 4 in GL, AR, AP, payroll, assets, credit, risk, taxes, 401k.
Financial reporting, budgets, forecasts, analyses and reconciliations.
Drove strategic decisions by creating complex financial models that
linked product mix, transfer cost, markup, advertising ROI, sales close rates
and other KPI/performance metrics to analyze and predict contribution margins.
Restated financial statements according to GAAP.
Cut 3 workdays on monthly close.
Rewrote contracts, credit policy and collection procedures to reduce DSO 10%.
Set up new Microsoft Dynamics GP GL using allocation JEs, uploads, bank
modules, online links and reports. Converted from Quickbooks.
COMPANY CONFIDENTIAL 2008 - 2010
Controller
Full Finance and HR responsibility for manufacturing and related companies:
GL, AR, AP, payroll, treasury, assets, credit, risk, sales tax, 401k and 5500s.
Financial reporting, budgets, forecasts, analyses and reconciliations.
Treasury management included cash forecasting, ST and LT investment
decisions, banking relationships and adherence to debt covenants.
Managed staff of 2-3. Upgraded MAS90 GL system.
Automated and reduced financial close from 12 days to 4 days.
Eliminated one accountant.
Created perpetual inventory system using MS Access, cost variance reports and
KPI/stat databases with downloads linked in Excel, saving 40 hours per month.
RR DONNELLEY, Chicago, IL Various Positions 1997 - 2007
Plant Controller, RR Donnelley St. Charles Labels, St. Charles, IL 2006 - 2007
Full financial responsibility for plant plus Catalog Marketing Group, RFID &
In-Bound Sales Call Center.
Directed standard cost accounting and analysis for over 2,000 jobs per month.
Used SAP ERP, Peoplesoft, Hyperion Essbase and Business Objects
Managed staff of 2-3 and coordinated shared service support team.
Turned around plant in two years from lowest to highest profit margin of all
plants in division as a direct result of the following accomplishments:
Created predictive capital investment models in Excel with variable inputs of
expected revenue, specific costs, utilization, mix and capacity assumptions.
Output of model included payback, cash flow and return on investment.
Won approvals on digital assets that reduced operating expenses 22%.
Improved product profitability 25-50% through CVP analysis.
Managed a team from operations, quality, purchasing, pricing and sales to
identify cost drivers. Resulted in better production scheduling, fewer quality
problems and revised contracts that billed more rush charges and obligated
greater customer inventory risk. Used Lean and other tools.
Saved 5 workdays per month for all plants with exception analysis reports using
data downloads, decision trees, Excel lookup and pivot tables to quickly review
all plants in division at one time and email to appropriate department heads.
Cut inventories 10% by analyzing exception reports, ROP, ROQ and audit of
physical inventories. Designed upgrade to proprietary warehouse system.
Led task force to identify and ship slow-moving or obsolete inventory.
Reduced disputed AR 35% working with AR, Credit and Quality Control.
DSO decreased by 4 days.
Achieved full Sarbanes-Oxley/SOX compliance with excellent plant audit.
Worked closely with internal and external auditors to revise internal control
matrices and narratives to meet current standards.
Senior Financial Planning Analyst
RR Donnelley Response Marketing Services/RRDD 2002 - 2005
Prepared financial forecasts, opportunity reports and ad hoc analyses.
Developed, wrote specifications and served as Project Manager for installation
of cost accounting and price estimating system.
Standardized, eliminated manual process and integrated five acquired locations.
Automated optimal manufacturing platform selection.
Presented CRM/salesforce.com training to Corporate Sales Account Executives.
Modeled sales commission plan change to determine impact on capacity levels.
Other RRD - Continuous Improvement, ISO, Six Sigma, web design 1997 - 2002
Consultant/Contractor - Various 1995 - 1996
VEG-EASE, INC. Franklin Park, IL 1993 - 1994
(Acquired by Fresh Express Chicago) Value-added processor of fresh produce
Controller
Responsible for financial statements, annual operating budget, cash, credit,
collections, receivables, payables, cost accounting, forecasting, reconciliations,
payroll and tax. Managed 2 accountants.
COMPUTER RENTAL CORP. OF AMERUCA Schaumburg, IL 1991 - 1993
(Acq by Datronic Rental) Lessor and wholesale distributor of computer equipment
Controller
Turned company profitable in six months with internal controls, procedures and
quality focus.
Reduced inventory losses 30% and improved receivables turnover by 15 days
with new processes.
Conducted Due Diligence review, acquired and integrated $10 million franchise
business with 70 locations nationwide, as part of the corporate distribution
channel and marketing strategy.
Managed reporting, leasing, financing, insurance/risk, assets, inventory, cash,
credit, collections, receivables, payables, cost accounting, forecasting,
budgeting, reconciliations, payroll and tax.
Coordinated nationwide radio media spending campaign to support expanded
regional presence.
Managed 6 including 3 accountants, a supervisor and 2 collectors.
Reported to President/CEO.
A. C. NIELSEN (Acquired by Dun & Bradstreet) Northbrook, IL 1989 - 1990
Operations Analysis Manager
Accountable for $200 million capital & operating budget, 17 department and 57
project managers.
Won approval of over 70 capital projects that reduced annual operating
expenses $15 million while expanding customer product offerings in line with
strategic objectives. Projects implemented state of the art technology and
responded to competition and changing dynamics in the marketplace.
Presented and justified operating and capital budgets to D & B board members
and corporate staff.
Managed 2 including a senior financial analyst and a senior engineer.
Reported to Vice President - Finance.
BEATRICE U.S. FOOD CORPORATION Chicago, IL 1985 - 1989
(Acquired by KKR, now part of ConAgra)
Assistant Controller - Beatrice Specialty Pet Products (1989)
Brentwood, TN - E-II Business Unit
Supervised 6 including 2 managers and 4 accountants.
Installed reporting and inventory control systems.
Senior Financial Analyst (1986 - 1988) - Chicago, IL
Mergers, Acquisition and Divestiture Analysis:
Created and interpreted business acquisition valuation models.
Recommended acquisition and divestiture candidates based on discounted cash
flow, return on invested capital, tax effect and operational feasibility.
New product line introduction, brand extension and capital investments analysis
under the Beatrice Red Stripe identity campaign, based on revenue forecasts,
engineering specifications and operating cost estimates.
Saved $10 million on the Coca Cola Bottling divestiture by reinterpreting the
terms of the contract and recalculating the cash cut off.
Teamed with senior level executives, directing various projects with marketing,
planning, audit, law, real estate, and risk management departments.
Senior Accountant (1985 - 1986) - Chicago, IL
DEAN FOODS COMPANY, Franklin Park, IL
Cost Accountant - Established and implemented cost accounting standards at two dairy plants.
WASSERMAN, KULBARSH AND COMPANY, CPAs, Chicago, IL Auditor
MBA 1987 Finance, Loyola University Graduate School of Business, Chicago, Illinois
CPA 1981 Illinois
BSC 1979 Accounting, DePaul University, Chicago, Illinois
Beta Alpha Psi - Accounting Honor Society
AAS 1998 Advertising Design, College of DuPage, Glen Ellyn, Illinois
(included internet and multimedia advertising applications)
Visiting Graduate Program 1988 University of Chicago Graduate School of Business |
