Energetic, hands-on, results-oriented leader with demonstrated success as a management consultant and senior-level executive who thrives on the analysis and creation of solutions and improvement opportunities in business transformations, strategic planning, finance and accounting processes, and the deployment of information technology business solutions to support the corporate mission.
RELEVANT SKILLS and EXPERIENCE
- Chartered Financial Analyst (CFA) charterholder and licensed Certified Public Accountant (CPA) with more than 11 years of experience in the financial analysis, operational due diligence, planning, and execution of merger-related integrations, the development of operational risk-mitigation strategies, planning and implementation of process improvements in accounting transaction processing and the financial close and reporting processes, budgeting, and forecasting.
- Currently a senior-level management consultant assisting C-level executives in consumer and industrial products, health care, not-for-profit entities, and financial services firms to transform their organizations; Responsible for the design and delivery of solutions in business integration, risk management, the transformation of the finance, accounting, and reporting business processes, and implementation of the supporting information technology to improve efficiency and performance.
- Extensive experience in financial analysis and modeling of investments and capital projects, budgeting and forecasting, preparation and analysis of financial statements, development of operational and financial performance metrics, and pro-forma financial statements.
- Eleven years of corporate management experience at increasing levels of responsibility, and fourteen years of large-scale project management experience.
PROFESSIONAL EXPERIENCE
LARGE PUBLIC ACCOUNTING, TAX, and ADVISORY SERVICES FIRM 2006-
SENIOR MANAGER, Advisory Services, Advisory Services, with responsibility for business development and delivery of client solutions in business integration, technology-based finance and accounting process improvement, financial statement preparation and analysis, financial systems selection and technology evaluation, assessments of enterprise-wide strategic, operational, and financial risk management, and improvements to the design of internal controls over financial reporting.
- Directed enterprise risk assessments using the COSO framework for manufacturing and financial services client to identify and prioritize their potential internal and external strategic, financial, operational, and technology risks, develop management controls for risk mitigation, and implement the set of key performance and key risk indicators for monitoring of the risk management effectiveness.
- For a financial services firm, designed the corporate expense allocation methodology and prepared quarterly P&L, balance sheet, and cash flow statements for each individual subsidiary and legal entity to support regulatory reporting requirements. Assisted the client with the development of its chart-of-accounts and configuration of its financial application to automate the monthly financial reporting process.
- Directed the design and implementation of Sarbanes-Oxley (SOX) internal control projects for clients who were first-time filers utilizing a “top-down” risk-based methodology resulting in an efficient set of monitoring, business process, and information technology general controls (ITGC) over financial reporting.
LARGE PUBLIC ACCOUNTING, TAX, and ADVISORY SERVICES FIRM 1998-2006
DIRECTOR, Advisory Services Practice, Led projects which resulted in clients achieving efficiencies in the finance and accounting, and financial reporting processes. - 3 years as Director, 4 years as Manager
- Served as Finance Director for the $10 Million annual revenue practice, with duties that included budgeting and forecasting, preparation of monthly Profit & Loss (P&L) statements for each of six U.S. geographic regions, and analysis of individual project and market segment profitability to enable practice leadership to more effectively deploy professional resources to increase profitability.
- Directed multiple large-scale projects for both domestic and international clients in the performance of integration readiness assessments and development of risk mitigation strategies, detailed implementation planning, and project management for mergers, acquisitions, business process outsourcing initiatives, and other transformations. Led client teams in the integration of finance, accounting, budgeting, internal and external reporting, and information technology functional areas, including the conversion of accounting policies and standards, and the establishment of integrated treasury, tax, accounts receivable, accounts payable, and financial reporting departments. Representative projects include:
o Led the strategic planning and execution of the finance and accounting integration for a $ 10.6 Billion acquisition of a brand name consumer product company with the client realizing cost synergies 10% larger than expected, and fully integrating the accounting, order receipt, fulfillment, shipment, and billing, and financial reporting processes, for the US and Europe within 7 months of the effective date of the acquisition.
o For the Vice President, Outsourcing and Transformation, of a large international logistics firm, conducted the detailed financial analysis of its proposed business process outsourcing initiative with a major retailer, which included the sale and leaseback of affected assets, and alternative scenarios for additional capital improvements to improve profitability over the term of the agreement.
o Directed the project team for the Corporate CFO and Controller of a global air cargo transportation company in the design and development of new procurement, payables, and capital budgeting processes, and the configuration of its financial application to adopt leading practices, improve process efficiency, automate operating accruals, and remedy the Sarbanes-Oxley (SOX) internal control deficiencies, and a 3-day reduction in the financial close process.
MANAGER, Financial Advisory Services Practice, November, 1998 - October, 2000, Radnor, PA. This practice focused on the delivery of business integration services to support client mergers, acquisitions, and divestitures, and for implementation of large-scale information technology projects.
- Managed several client projects in finance and accounting process improvement, contingency and business resumption planning, software testing quality assurance reviews, feasibility analyses and implementation planning for the establishment of shared services organizations.
Mid-Atlantic Electric and Gas Utility and Energy Services Firm 1973-1998
Employed as a Systems Developer, Project Manager, Manager, and Division CIO during a 25-year career with the company.
CHIEF INFORMATION OFFICER (CIO) for one of its largest business units reporting to the Corporate CIO and Business Unit Vice-President. - 4 years
- Directed a staff of four direct reports and 55 professionals, an annual operating budget of $ 11.2 and a capital budget of $ 12.5 Million with responsibility for the development and operation of all business applications, process monitoring and control applications, and the network infrastructure to support business unit strategic and operational goals.
- Successfully implemented an outsourcing initiative for all network server maintenance, end-user help desk support, and business application maintenance as a component of the corporate outsourcing program which reduced annual maintenance expense in excess of 10%.
- Transformed the organization from one where the Information Systems unit developed and submitted the budget for all systems development to one where the funding responsibility was vested with the business unit departments resulting in stronger business sponsorship and shared accountability for project success.
MANAGER, Information Systems, Nuclear Information Systems Division. Reporting to the Business Unit CIO, this organization was responsible for development, maintenance, and 24 x 7 support of business applications, process monitoring, and control applications. - 5 years
- Led a team of 35 professionals and managed an annual budget of $ 2.2 Million
- Directed the testing and installation of the final modules, and subsequent modifications to, a large ERP application which included functionality for maintenance planning, personnel safety, procurement, inventory management, and financial reporting.
- Implemented a Release-Based Maintenance program and benefit/cost analysis methodology to screen and rank all business-requested modification change requests resulting in a 35% reduction in the annual budget.
EDUCATION and PROFESSIONAL AFFILIATIONS
- Chartered Financial Analyst (CFA) charterholder; Member of the Charted Financial Analyst (CFA) Institute and the CFA Society of Philadelphia
- Certified Public Accountant (CPA) - licensed in Pennsylvania
- M.B.A., Widener University, Finance Major, 1994
- Bachelor of Science, Mechanical Engineering, Drexel University, 1973 |
