Position	Director - Shared Services
Location Confidential	No
Location	No preference
Willing to Relocate	Yes
Industry	Paper/Printing/Packaging/ForestProducts
Function	FINANCE--CFO/Control/Acctg./Treas./Tax,etc.
Compensation	$150,000 to $300,000
Resume Summary
A results oriented Director level Executive. Able to drive operating plans, major projects and initiatives from planning to producing significant bottom line results. A change agent who creates and delivers a clear vision, instilling team culture and igniting competitive drive.
Resume Body      DIRECTOR - SHARED SERVICES
TURN-AROUND EXECUTIVE ♦ STRATEGY/VISION DEVELOPMENT TACTICAL EXECUTION A results oriented Director level Executive with over 25 years proven results in operations management and accounting. Able to drive operating plans, major projects, programs and initiatives from planning to producing significant bottom line results. A change agent who creates and delivers a clear vision, instilling team culture and igniting competitive drive. Significant experience and success in leading, managing and continually developing superior business teams. PROFESSIONAL EXPERIENCE 1994 – 2006 An $8.4Billion company that prepares, produces and delivers integrated communications services that produce, manage and deliver its customers' content in all communications mediums. Director – Financial Shared Services, Directed transaction processing, accounting services, policy compliance, system management for General Ledger, Accounts Payable, Payroll, Fixed Assets / Capital Projects and Business Expense Reimbursement operations. Change Agent – Collaborated with Corporate and Business Unit Accounting leaders in the development of strategies to optimize Shared Service capabilities. · Vital component of $3.0 billion business unit strategic plan to reduce plant based accounting staff by 67 employees targeting a reduction in wage cost of $3.0MM. · Planned and executed integration of acquired Payroll and AP operations. Integration affected an $847,000 saving in annual operating cost. · Established process improvement organization based Six Sigma philosophy. Implemented process improvements that reduced headcount requirements/operating costs worth $884,000. · Improved internal controls over AP processes (discount earned and duplicate payments) and eliminated 40 plant bank accounts resulting in annual saving of $700,000. · Integrated company acquisition of General ledger, Fixed Assets and Business Reimbursements transaction processing into Shared Service Center. · Successfully implemented 404 Sarbanes / Oxley documentation requirements and passed 2004 and 2005 audits. All functional operations are 404 compliant. Major Projects and Programs - Planned and implemented multiple system implementations /upgrades. Proven track record of delivering projects on budget and on time. Change management and training provided by Shared Service personnel. · System implementations include transition of general ledger from GEAC / PeopleSoft platform to SAP. Fixed Assets conversion from PeopleSoft to SAP platform. Transition of payroll system from GEAC to PeopleSoft 8.0 Payroll platform. Page 2 of 2 · System upgrades included PeopleSoft, 7.5 to 8.4 for GL, Fixed Assets and AP/PO modules, PeopleSoft HR/Payroll module from 8.0 to 8.9. Necho RBE application NavigatER Version 3.5 to Version 6e. Financial Advisor – East Coast operations, 1994-1999 Assisted Division Directors and business team members in achieving operating objectives. Provided business teams with financial analysis of operations and financial input for strategic business decisions. Conducted fiduciary duties to insure integrity of operating results and financial statements. Managed accounting supervisors for the New York, Hudson facilities and the New York Purchasing Department. · Assumed Division Director responsibilities for Financial Printing Division for two-month period during 1997. Division experienced record production activity with no loss in quality or service. · Financial advisor on capital investments of $38MM supporting the replacement of the business primary production system; expansion of customer service center and customer service center renovations. · Guided ABM team responsible for improving fax billing process resulting in additional $200K in annual billings. · Established inventory process controls reducing annual inventory shrink from over $100K to less than $2K. Guided manufacturing production control team in process improvements reducing paper inventory balances from $900K to $250K. · Established data integrity over Division’s payroll and billing collection processes. Team member in successful effort to reduce job-closing process to three days after final activity. BOOK PRINTER 1989 - 1994 Manager of Material Logistics, 1990-1994 Division Controller, 1989-1990 FLUID CONTROL CONTROLL COMPANY 1979 – 1989 Subsidiary Controller – 1987-1989 Subsidiary Controller – 1984-1987 Plant Controller - 1981-1984 Manager of Cost Accounting – 1979-1981 EDUCATION/ ADDITIONAL Youngstown State University, Youngstown, Ohio Bachelor of Science in Business Administration- Accounting Center for Creative Leadership / Six Sigma Champion Available to relocate
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