WILLIAM P. BEDNARCHIK
12180 Crestfield Court Home: 513.489.4996
Cincinnati, OH 45249 Cell: 513.545.3577
wbednarchik@cinci.rr.com
ACCOUNTING/FINANCE EXECUTIVE
Personable Accounting/Finance executive with excellent communications and relationship building skills and
diverse background in manufacturing, engineering and staffing services and environmental industries. Proven
track record of developing, implementing and maintaining key processes and controls for Sarbanes Oxley
compliance. In addition to managing and directing all aspects of the Finance Department, collaborated with
senior management in developing and implementing strategies to grow the business and increase profitability.
Demonstrated ability to engage and motivate people insuring individual, department and company goals are
achieved.
* Sarbanes Oxley
* Cost Accounting
* Planning, Analysis & Reporting
* Statement Consolidations
* Process Improvements
* Inventory Management
* Supervision & Development of Staff
* Cash Management
* Auditing
* Internal Controls
* Letters of Credit
PROFESSIONAL EXPERIENCE
d.e. Foxx & Associates, Inc., Cincinnati, OH 2008-2010
A $60 million privately held company providing single source manufacturing and distribution services,
construction and facilities management services and employment screening services.
Chief Financial Officer
Responsible for overall finance activities for the three business segments of the company. Provides guidance
for business strategies, objectives and policies for the company. Responsible for developing and implementing
continuous process improvements, directing forecasting and budget preparation and analyses and providing
management with timely reviews of organizations financial performance and actions required to ensure
company meets objectives. Reports to CEO.
* Developed and implemented new cash management and forecasting process that reduced DSO by over
10% and increased cash balance by over $1 million.
* Implemented new processes that improved timeliness and accuracy of monthly, quarterly and year end
internal and external reporting.
* Implemented quarterly forecasting process and reduced time to prepare companies annual budget by over
two months.
* Developed and implemented monthly business reports and reviews with Business Segment and Region
Managers resulting in improved business performance.
KADANT BLACK CLAWSON, Mason, OH 1998-2007
A $100 million multi-plant division of Kadant Inc, a public company and a leading equipment manufacturer &
supplier to the global pulp and paper industry.
Director of Finance/Controller
Responsible for all General Accounting, Cost Accounting and Financial Planning functions including reporting
monthly financial information, budgeting, financial planning and analysis, financial statement consolidations,
payroll, accounts payable and receivable and cash management for a multi-plant . Reported to Division
President.
* Developed, implemented and maintained internal controls and processes in accordance with company
policy and with Sarbanes-Oxley Section 404. Company obtained SOX certification in initial year and has
maintained ongoing yearly compliance.
* Collaborated with key members of Division staff developing and implementing strategies that grew
business from $60 million to over $100+ million.
* Managed program reducing inactive and obsolete inventory from over $4 million (35% of inventory) to
under $650,000 (less than 10% of total inventory) and adding over $1.5 million to income.
* Significantly improved percentage of completion accounting process, which accounted for 70% of
division’s revenues, reducing monthly closing cycle by three days.
* Developed integrated forecasting tools improving overall efficiency and accuracy of forecasting process.
* Performed due diligence for purchase of manufacturing company and successfully consolidated
accounting processes with no interruption in ongoing operation and a net annual savings of $250,000.
* Implemented new letter of credit process reducing time to collect funds by one week resulting in improved
cash flow.
* Initiated process developing and extending capabilities of subordinate employees. Maintained morale and
motivated staff in attaining individual and company goals.
WESTINGHOUSE ELECTRIC CORPORATION 1973-1997
Multi-billion dollar global public company serving the electronics, power generation, manufacturing, defense,
broadcasting, consumer products and environmental service markets.
Controller, Salt Lake City, UT (1994 – 1997)
Controller for $33 million Aptus, Inc. subsidiary. Aptus provided hazardous waste incineration services.
Reported to VP and General Manager with responsibility for all finance and accounting services.
* Managed due diligence process when division was sold to Rollins Environmental including reconciliation
of more than $80 million in fixed assets. Process completed within required time period.
* Converted all accounting processes from Westinghouse to Rollins Environmental with no disruption to
operations or closing schedules.
* Implemented regular reviews of capital expense appropriations resulting in 95%+ of projects completed on
time and within budget.
* Designed and implemented cost reduction program generating $3.5+ million in annual savings.
* Redesigned credit, invoicing and collection processes reducing days sales outstanding by 25% and
improved cash flow by $1.8 million.
Regional Financial Manager, Pittsburgh, PA (1988 – 1994)
First Regional Financial Manager of newly created $62 million East Region of Engineering Services Division,
an autonomous business unit with over 55 offices and service centers nationwide. Built finance staff, managed
financial activities and developed regions accounting processes and procedures for decentralized group of
offices with 225 personnel and 500 ongoing contracts. Reported to Region General Manager and Division
Controller.
* Provided ongoing assistance and direction to region office managers in pricing, budgeting, forecasting and
interpreting financial statements. Service centers improved office’s profits 10%.
* Centralized accounting and administrative operations from field offices to region office resulting in
$250,000 annualized savings.
* Recommended and implemented consolidation of several engineering service offices, saving over $1.5
million annually. Improved business focus and maintained excellent customer service.
* Implemented regular job cost and budget reviews that reduced cost overruns by $2.5+ million annually.
Financial Planning Manager, Pittsburgh, PA (1984 – 1988)
Financial Planning Manager of $250 million Automation Division, manufacture of process control equipment
and robotics used in high tech, chemical, steel, automotive and utility industries and was responsible for
financial planning and analysis, monthly forecasting, annual financial plans, long range strategic plans,
monthly financial reporting and variance analysis for domestic and foreign operations. Reported to Division
Controller.
* Implemented monthly job cost and budget reviews that reduced annual costs $4.2+ million.
* Assisted in developing financial and business justifications for additional manufacturing capacity in Puerto
Rico, Haiti and Dominican Republic resulting in 50% reduction in labor costs.
Manager of Cost & Inventory, Asheville, NC (1979 – 1984)
Internal Auditor (1975 – 1979)
Staff Accountant (1973 – 1975)
EDUCATION
The Ohio State University, Columbus, OH
BS, Accounting, 1973
Skilled in Microsoft Word, Microsoft Excel, Microsoft Visio, Microsoft Power Point, Hyperion and ERP Systems. |
