Stanley Stec

Summary

Executive finance level successful track record in both public and private companies, in the technology and real estate industries. Leadership responsibility for all aspects of finance and administration, MIS, and business development at the corporate, international, and field operations level. Proven leadership, transformation and change management skills in a fast-paced, dynamic growth environment. Board level reporting responsibilitty. Successful track record in entire business life cycle. Start-up through $3 billion dollar public multi-national industry leader.

Work History

Work History
Nov 2004 - Feb 2009

EVP, Global Controller and Shared Services

Jones Lang LaSalle
Overall responsibility for global accounting, financial reporting, planning and finance operations. • Leader of a $36 million world-wide ERP and finance transformation initiative to drive a 30% reduction of costs and bringing processes to a world standard. Initiated consolidation of 22 systems and decentralized (over 40 countries) finance structure to a single, standard process, and regional shared services platform. • Streamlined financial close process improving efficiency by 20% and redesigned the financial and strategic planning process reducing time spent by approximately one-third. • Reorganized global finance organization including implementing a Sarbanes-Oxley 404 program, resulting in improved controls as evidenced by external audits. Reduced costs by 24% in a 32% annual growth organization. Standardized and improved efficiency of controls by 23% on a global basis. • Developed and led a long term finance organization strategy in a matrix decentralized global environment.
Jul 2001 - Oct 2004

Vice President, Controller

CCC Information Services
Responsible for leadership of all accounting, tax, and financial reporting (SEC). • Reduced costs while improving cycle times and customer satisfaction, including 2.5 day close, 10Q filed 15 days after quarter-end and reduced cycle times for management reporting. • Completed tax planning initiative resulting in over $4 million tax credit. • Launched Sarbanes-Oxley compliance project utilizing internal resources saving approximately $300,000.
Mar 1999 - Jul 2000

Senior Director Business Development

J.D. Edwards
Responsible for leading the merger and acquisition, due diligence and integration process in this newly created role. • Developed and implemented an internal due diligence and integration methodology and handbook. • Provided leadership and project management for a due diligence and integration team consisting of senior managers representing all functions of the organization. • Successfully integrated three acquisitions including a $300 million multinational.
2000 - 2000

VP Operations

Finetrics
Business Services start-up, delivering a comprehensive suite of integrated, web-based financial applications and professional business services.
Mar 1997 - Mar 1999

Senior Director, Worldwide Financial Service Centers

J.D. Edwards
Catalyst in developing the strategy, implementation and for the leadership of the 150 person worldwide Financial Shared Service Centers. • Redesigned the financial organization into financial service center, decision support and global process owner strategy and structure. • Consolidated 17 decentralized accounting organizations into three worldwide shared service centers while reducing staff and costs within a 50% annual growth organization.
Mar 1996 - Mar 1997

Director, International Finance

J.D. Edwards
Responsible for the overall financial leadership of the Europe, Asia Pacific, and Latin America operations in this newly created role. • Reduced the completion time of statutory audits and tax return completion from 9-18 months to three months reducing legal and tax exposures. • Completed $420 million initial public offering.
Nov 1994 - Mar 1996

Director, Financial Reporting

J.D. Edwards
Responsible for worldwide reporting, consolidations (20+ entities) and general accounting. • Restructured department, maintaining staff level during 40% annual revenue growth period. • Implemented worldwide performance metrics (KPI’s), which was a key contributor to the company’s successful Malcolm Baldridge application.
Jul 1992 - Nov 1994

Area Controller

J.D. Edwards
Financial leader in the company’s most successful operating region, based on revenue growth, profitability and client and employee satisfaction, in this newly created role.
Jul 1990 - Jul 1992

Controller

Unitech
Responsible for leadership of the finance, human resources, and information systems functions
Jun 1983 - Jul 1990

Corporate Manager, Accounting Services

Pansophic Systems
Held various staff accounting and management positions including Controller of Canada Operations at this multinational publicly traded company.

Education

Education
1993 - 1994

Exec Program

1978 - 1981

BA