Planning and Forecasting
Financial Close and Reporting
Planning and Forecasting
Financial Close and Reporting
Shawn is a strategic finance professional with over 18 years of collective experience in improving the quality and timeliness of financial processes and information. He has successfully completed executive sponsored projects across diverse client environments, including ten Fortune 1000 companies, by consistently managing and exceeding stakeholder expectations. Shawn has a proven record of delivering results on time, on budget, and within scope.
Certified Management Accountant
Certified Public Accountant (Inactive)
Minnesota Insurance Producer
Advantage Route Systems
Microsoft Great Plains
Bank of America
Brandt Holdings Company
Cenex Harvest States
Nash Finch Company
State of Minnesota
The Tile Shop
Helping clients improve business processes and information quality through better use of technology.
Led the selection and implementation of a best-of-breed integrated software solution for a $40 million regional staffing firm.The project resulted in end-to-end integration of key financial processes such as payroll, billing, and general ledger consolidation and legal entity financial reporting on a single common database, providing the client with a highly scalable back-office solution to support future growth.
Developed profitability modeling and reporting at a $1 billion provider of human resource business services. The model delivered profit results for over 50,000 customers across approximately 120 product lines, identifying roughly $10 million in revenue and savings opportunities for the client. Managed the implementation of an integrated route delivery and accounting system for a regional supplier of bottled water products. The project resulted in improved data integration between handheld units and the database, improved operational reporting, and a more efficient monthly close process. Assisted with the formation of a wholly-owned captive insurance subsidiary for America’s largest financial planning firm. The project resulted in a more cost effective insurance program for financial advisors, and improved claims administration and reporting processes through the integration of a third-party provider.
Implemented a best-of-breed profit improvement solution at a multinational provider of enterprise software and services. The project resulted in enhanced multi-dimensional reporting by vertical industry, legal entity, and business function from a single database.
Successfully sold or fulfilled approximately 50 senior level finance and accounting project positions, resulting in over $2 million in revenue to the firm. Managed relationships with over 40 consultants across 18 client companies. Contributed to 90% year over year revenue growth as a part of the internal sales and recruiting team. The project division of the firm became the largest in the Twin Cities marketplace measured by number of project professionals on billing.
Managed the risk assessment, scoping, and process documentation phases of a SOX initiative at a $3 billion division of a Fortune 500 organization. The project resulted in prioritization of major risk areas, remediation plans to address those risks, and test plans to validate the effectiveness of remediation efforts.
Managed the implementation of Cognos Planning for a $2 billion provider of products and services for the health care and funeral service industries. The project resulted in decreased planning and forecasting cycle times, additional reporting capabilities, and increased end-user flexibility.
Led the replacement of a mainframe based, legacy cost-to-serve system with a best-of-breed web-based solution at a Fortune 500 wholesaler of grocery and consumable goods. The new software will enable the client greater reporting capability, user flexibility, and scalability while reducing ongoing maintenance and IT support costs by over $300,000 annually.
Led the review and assessment of finance organization roles and responsibilities and the close and reporting processes of a $150M retailer of agricultural and industrial equipment. The project resulted in prioritized recommendations for optimizing the organizational structure, including a newly defined controller role.
Managed the development of an activity based costing model at a Fortune 500 manufacturer of industrial and electrical products. The project focused on the profitability of all customers and products at a major distributor. The resulting analysis was used by the manufacturer to identify profitable opportunities for product sales within under-penetrated customers.
Led the implementation of Lawson General Ledger for a Fortune 500 distributor and retailer of grocery products. Coordinated project team and other consulting resources to meet set-up, documentation, data conversion, and interface development timelines. Developed and led the conference room pilot and system test. Performed data conversion and coordinated data validation. Worked with client-side business and technical resources to develop a custom journal entry upload solution, resulting in increased efficiencies. Provided on-site training and assistance in the implementation of Lawson data analysis tools.
Led the review and assessment of several financial processes, including order to cash, purchase to payment, financial close and reporting, budgeting and planning, and performance management, for a $65 million retailer of home improvement products. Worked with the client to establish a vision of future financial processes, prioritize opportunities for improvement, and establish a short-term and long-term work plan.
Led a six-person project team through the visioning and targeting of new financial processes as part of the design of a case management system for the judiciary branch of a state government. Created deliverables related to the contrasts between the current and future processes. Worked with the project team to develop creative methods of communicating project deliverables to a broader audience of over 100 stakeholders.
Assessed current budgeting and forecasting processes for a Fortune 500 retailer. Conducted gap analysis of current processes compared to leading practices. The project identified and prioritized short-term and long-term opportunities for improvement, including the use of technology enablers.
Managed an activity based costing project aimed at mutual fund and customer segment profitability for two divisions of a Fortune 500 organization with over $200 billion in assets under management. The project deliverable was used as an integral part of the defense of a civil lawsuit.
Led the development of a customer profitability model at a Fortune 500 distributor of high-tech electronic components. The model focused on the cost to serve the largest customers of the supply-chain outsourcing business. Project results served as a basis for better management of large customer relationships. Over $2 million of cost savings opportunities were identified through identification of non-value added activities.
Led the design and implementation of an automated, corporate balanced scorecard solution. The project resulted in more actionable and insightful revenue analysis through implementation of an analytic application integrated with third party data. Led the design and implementation of a profitability model using activity based costing principles. The project resulted in profitability information across seven product lines and 200 large clients, repeatable on a quarterly basis. Insight gained from profitability information resulted in the initiation of two process improvement initiatives.
Redesigned the monthly financial reporting package for five manufacturing facilities across the U.S. Developed, implemented, maintained, and analyzed key performance measures. Streamlined the monthly close process by three days, enabling more focus on value-added projects and analysis. Worked with senior management and finance teams to develop the annual budget for the manufacturing facilities.
Developed the annual financial plan for approximately 25 cost centers. Represented the finance team in the implementation of Manufacturing Resource Planning within a $20 million division. Delivered monthly training to project managers on how to complete the accounting requirements for project approval and how to utilize existing systems for tracking project cost and time.Supervised three person staff with the mission of overseeing the tracking of company owned, customer owned, and leased assets from forecast through disposal.