CAREER PROFILE
Financial and Administrative Executive/CFO with over 20 years experience managing Financial, Administrative and Operation Groups in manufacturing, distribution and service companies. Expertise includes audit, cost and managerial accounting, business and financial planning, strategic planning, SEC reporting, treasury management, risk management, mergers and acquisitions, financial reporting, information services and inventory management.
Strengths:
Integrating systems and processes to increase productivity, reduce costs and improve the quality and timeliness of management and financial information for all areas including the Executive, Sales and Marketing, Manufacturing and Administration functions.
Planning and implementing cost containment programs. Improved Net Income at Dunmore Corporation by 7% of Net Sales over a two-year period. At Terumo Medical Corporation the improvement was 18% of Net Sales over a five-year period.
Developing and implementing strategic plans that maximize return on investments.
Providing leadership, direction and a strong customer focus. Led Accounting, Administrative, Financial, Internal Audit, Human Resource, Information Technology, Legal, and Logistics functions assuring the quality delivery of products and services.
PROFESSIONAL EXPERIENCE
MAXIMA TECHNOLOGIES & SYSTEMS INC., Lancaster, PA 2003 - Present
Corporate Controller
Responsible for the financial reporting, planning and accounting support functions for this $55 million international manufacturer of high-tech instruments used in the transportation, construction and recreational industries.
Commenced with Maxima as a consultant with responsibilities that included the completion of the annual business plan, reviewing internal controls relative to specific business processes and completing reporting requirements.
CONSULTANT 2002 - 2003
Practice included financial and accounting services. Completed Sarbanes-Oxley implementation education that focused on all aspects of the Act, especially Section 404, project scope and structure for successful implementation, risk assessment methodologies, utilizing the COSO integrated framework for managing internal controls and the SEC's final rules that were adopted for compliance with the Sarbanes-Oxley Act.
DUNMORE CORPORATION, Bristol, PA 1997 - 2002
Vice President, Finance and Chief Financial Officer
Directed the Financial, Accounting, Customer Service and Information System functions for a $40 million privately owned international manufacturer of coated and laminated films. Responsible for financial and managerial reporting, audit, annual business plans, budgets, financial analyses, strategic plans, federal and state taxes, statutory reporting, risk and treasury management, information systems and organizational development.
Completed a business turn-around that included cost reductions and restructuring.
Re-entered a previously exited market based on manufacturing utilization and marginal costing analysis and achieved market penetration with several new products. A major emphasis was placed on improving the working capital cycle, with a strong focus on inventory management.
Re-energized a stalled ERP system implementation. The software is utilized at all three manufacturing locations and by the Marketing and Sales, Distribution, Technical and Finance organizations. Developed training programs for key system users in order to enhance cross-functional knowledge in preparation for the migration to the new system and business processes.
Negotiated and restructured the Company's debt.
TERUMO MEDICAL CORPORATION, Somerset, NJ 1991 - 1997
Chief Financial Officer 1993 - 1997
Directed the Financial, Accounting, Administration, Facilities Management, Internal Audit and Information Technology functions for the North and South American manufacturing and distribution operations of a $1.4 billion foreign-owned, publicly traded, international medical products company. Directed the preparation of annual budgets and strategic business plans. Member of the Executive Committee. A $1.6 million budget and a staff of 17 supported the organization.
Integrated business systems and processes. Established procedures for all TMC locations. Centralized the accounting functions of three sales organizations and realized annual cost savings in excess of $400,000.
Analyzed financial and other management information systems needs on a company-wide basis including two manufacturing locations. Evaluated and selected an integrated ERP software and hardware solution.
As Chairperson of the Pension and Accounting Committees, expanded the 401(k) portfolio choices, increased the available services and obtained higher levels of participation by employees.
Corporate Controller 1991 - 1993
Managed the Accounting, Financial, Sales Logistics and Human Resource departments. Responsibilities included bank relations, audit, facilities management and special project engagements. Staff consisted of 11 individuals and a departmental budget of $900,000.
Restructured the treasury management function, achieving increased cash availability by two days.
Consolidated the health and benefits programs, reduced costs and increased benefit options to participants.
DECISION DATA, INC., Horsham, PA 1972 - 1991
Director, Corporate Accounting 1988 - 1991
Managed the Financial Reporting, Payroll and Accounts Payable departments for a $250 million publicly held international manufacturer, marketer and service supplier of computer software and equipment. Company also maintained significant leasing contracts. Managed a $1.2 million budget and staff of 27. The Company went private in 1988 through a leveraged buy-out and merged with Momentum Technologies, Inc. (MTI). Prepared S-1 documentation with the intention of completing an IPO. Obtained IRS compliance for MTI's defined benefits and 401(k) plans.
Performed due diligence and integrated all financial systems related to the merger of MTI with DDI.
Determined net asset values and established accounting procedures for four discontinued business units.
Assistant Controller 1986 - 1988
Managed the Financial Reporting and Cost Accounting departments for the $60 million computer maintenance subsidiary with a staff of 8 individuals and a $350,000 budget. Developed accounting policies and procedures.
Performed due diligence of potential acquisition candidates and integrated systems and processes of the acquired companies into those of the service subsidiary.
Designed system specifications for an integrated inventory management system servicing 70 locations.
Manager, Accounting Operations 1983 - 1986
Directed the Contract Administration, Equipment and Leasing Accounting, Invoicing and Commission departments with an organization comprised of 26 individuals and a budget of $650,000.
Developed and implemented an integrated order entry, cost accounting, invoicing, accounts receivable and commission system. Wrote new policies and designed training programs. Reduced staffing requirements by 23% and the process time by five days.
Prior Experience 1972 - 1983
Began career at Decision Data, Inc. as an Inventory Planner in Production Management. Promoted into progressively higher-level positions that included responsibilities in Cost Accounting and Internal Audit. The last position held prior to becoming the Manager of Accounting Operations was Senior Internal Auditor.
SARBANES-OXLEY ACT OF 2002 AND SEC UPDATES
American Institute of CPA's
Sarbanes-Oxley Act of 2002 - full text of H.R. 3763 and Summary of Provisions
Impact of the Sarbanes-Oxley Act on the Accounting Profession
SEC Regulations Update
Financial Executives International
Summary of Sarbanes-Oxley Act, PCAOB Update, Section 302 and 404 Issues
Committee of Sponsoring Organizations (COSO) internal control framework
SEC's Final Rules Adopted for Compliance to Sarbanes-Oxley Act, Section 404
PricewaterhouseCoopers (PWC)
Governance Perspectives for Audit Committee and Board Members
Key Elements of the Sarbanes-Oxley Act of 2002
Implementing Sarbanes-Oxley, project scope and structure
Utilizing the COSO integrated framework for internal control
Project Scoping and Documentation Processes
Current Developments for Audit Committees 2003
Philadelphia University / Ernst & Young
Pensions and Executive Compensation - Impact of Sarbanes-Oxley Act Section 402 on Executive Compensation Plans
BearingPoint (formally known as KPMG Consulting)
Sarbanes-Oxley Act of 2002: Consolidation, Reporting and Content Management Technology Considerations
Public Accounting Networking Group / PWC / The Institute of Internal Auditors -"Sarbanes-Oxley - False Starts"
Organization and Project Structure, Section 404 Scoping Overview and Considerations, COSO Update and Pending Changes, Implementation Tools including the Risk Assessment Survey and Risk Mapping Tool
EDUCATION
MS, Taxation, Philadelphia University, Philadelphia, PA, 2002
MBA, Finance, La Salle University, Philadelphia, PA, 1990
BS, Accountancy, Villanova University, Villanova, PA (cum laude), 1981
PROFESSIONAL CERTIFICATION AND MEMBERSHIPS
Certified Public Accountant, Commonwealth of Pennsylvania (1983 - Present)
American Institute of CPA's (1983 - Present)
Financial Executives International (2001 - Present)
La Salle University Nonprofit Center (2002 - Present) |
