Seeking a Chief Financial Officer position in a $50 - $300 million privately-held company or a Division Vice President of Finance role in a larger or public firm.
Accomplished financial leader with experience in small to mid-sized privately held companies as well as a Fortune 50 environment. A champion of Simplification, Value Creation and Waste Elimination as a proven member of senior leadership with the ability to build and mentor high performance finance teams, grow the business, increase profitability, improve internal controls and simplify processes.Extensive background and success in the following:
·Partnering with senior leadership to drive improved business performance, simplicity, transparency and accountability.
·Implementing policies, procedures and internal controls to ensure compliance with GAAP and Sarbanes-Oxley.
·Providing financial leadership and oversight, including strategic planning.
·Identifying and analyzing potential opportunities for growth via acquisition and subsequent integration.
·Managing capital budgeting, cash flow and working capital.
·Leadership of the financial reporting and analysis function, as well as worldwide consolidations.
·Directing the internal and external audit process to ensure an improved control environment.
·Enhancing the efficiency of the monthly close and managing the information technology function.
2010 - Present
Tatum is known for the velocity with which we respond to our clients' needs. As a firm of experienced operating executives, we take a pragmatic approach that accelerates results and achieves strategic objectives.Tatum is unique in our focus on the Office of the CFO, addressing financial, operational and technology challenges across all stages of the business lifecycle. We help CEOs, COOs, CFOs and CIOs of companies in transition, with challenges like mergers, acquisitions or exit, rapid growth, building infrastructure, improving performance or bridging a leadership skill or capacity gap.Tatum is the largest Executive Services firm in the U.S., with services that include interim executives, financial and technology consulting and executive search. We focus on optimizing the Office of the CFO, helping organizations facing challenges or transition due to:Performance issuesMergers, acquisitions or exitRapid growthInfrastructure constraintsLeadership skill or capacity gap
Recent Client Engagements:- Financial reporting and systems upgrade project (Microsoft Dynamics/Great Plains) at a Private Equity-owned equipment sales and service company.- Interim Global Corporate Controller at a Private Equity-owned plastics manufacturing company. - Interim Corporate Controller and Financial & divestiture reporting (Hyperion Financial Management) project at a Private Equity-owned packaging company. - Finance and Accounting organizational assessment at a Private Equity-owned software company.- Supply Chain Optimization (PeopleSoft) project at a Children's Hospital System.- Year-End and Opening Balance Sheet Audit management at a Private Equity-owned Food Company in a turnaround situation.- Sales Commission plan restructuring project at a privately-owned Third Party Administrator (TPA). - Supply chain and Treasury management assessment at a Children's Hospital System.
2002 - 2008
Vice President of Finance and Controller
Senior financial executive for a $700+ million segment engaged in the manufacture and sale of retail fixtures, shopping carts, food service equipment and retail products. Managed the controllers of 16 member companies, including two in Europe, one in China, one in Canada and two service companies, ranging in size from $15 - $100 million.
·Created standardized monthly financial reporting, including profit & loss, balance sheet, and financial metrics.
·Instrumental in leading the initiatives that resulted in a 10 times improvement in profitability from 2002 to 2006.
·Provided guidance to the various company presidents and controllers on accounting practice and standardization of Marmon accounting policies and procedures.
·Assisted in the preparation of financial schedules and narratives in support of Marmon’s proposed public offering.
·Performed numerous acquisition analyses and successfully integrated two firms purchased by Marmon Retail Services.
·Improved the internal control environment and led the sector’s Sarbanes-Oxley Section 404 compliance efforts, resulting in Marmon’s successful SOX 404 compliance on the first attempt.
·Drove simplification activities in finance, including business segmentation and Marmon’s 80/20 initiatives.
·Developed a cohesive finance team to support the member companies’ management and Marmon’s objectives.
2008 - 2008
Vice President of Finance and Chief Financial Officer
Chief financial executive in a $65 million marketer and distributor of work and garden gloves sold through major retailers, hardware stores and specialty farm outlets in the U.S. and Canada. Led a staff of 12 responsible for accounting, credit and collection, financial analysis and information technologies.
·Implemented controls and process changes to remedy prior audit points, resulting in a passing audit with no adjustments.
·Partnered with senior management to develop Wells Lamont’s three-year strategic plan.
·Developed customer P&L’s to support simplification efforts and 80/20 profitability improvement initiatives.
·Simplified the monthly close process, enabling the company to close its books in two days.
·Led an ERP assessment and process simplification team in the initial evaluation of seven potential system vendors.
1996 - 2001
Vice President and Controller
Motorola Inc., Personal Communications Sector
Managed a direct staff of seven and led an organization of 24 people responsible for the accounting, financial planning, finance IT, internal controls, government compliance, tax, import/export and customs compliance activities of a $13 billion business. Represented the division on various company-wide councils. Worked closely with members of the management team to drive business results.
·Led the transition to a shared services environment for accounting services.
·Coordinated four major restructurings, interfacing with corporate and the external audit firm to ensure GAAP compliance.
·Implemented a secure web server, containing financial reports, policies and procedures, for access by management personnel.
·Directed the development of worldwide policies for inventory valuation, revenue recognition, warranty, and excess and obsolescence reporting.
1994 - 1996
Vice President and Director of Finance
Motorola Inc, Pan American Cellular Subscriber Group
Provided leadership in a $2.5 billion business with a direct staff of five and a total of 83 people performing financial analysis, cost accounting, credit and collections, and the financial activities of an airtime reseller business. Provided financial guidance for a business spanning North, Central and South America, encompassing engineering, manufacturing, quality, marketing and selling functions.
·Managed the reduction of past 60-day accounts receivable by 84% ($20 million). Reduced excess and obsolescence for an end-of-life product by 55%($8 million).
·Led a subsidiary self-audit process, that resulted in an improved internal control environment.
·Supported the startup of local manufacturing in Brazil, which included recruiting, installation of localized systems, standards of internal control and training.
·Implemented a paperless reporting environment for product line Profit & Loss statements, balance sheets, accounts receivable reporting, signature authorization, inventory, population tracking and operations review analysis.
1992 - 1994
Director of Finance
Motorola Inc, Asia Pacific Cellular Subscriber Group
Senior financial executive of a $1.2 billion international operation. Achieved sales growths between 20% and 70%, and ROI’s between 60% and 140%. Managed a direct staff of three and a total of 52 finance professionals at headquarters and in the region.
·Led the finance re-engineering efforts, resulting in improved timeliness and productivity. Installed standardized financial reporting software in the subsidiaries, automated the reporting and forecasting process and streamlined the monthly close cycle.
·Supported the startup of a manufacturing operation in China, driving local sourcing, foreign currency management and common manufacturing metrics.
·Initiated and implemented disaster recovery programs in the Asian region. Delivered internal control training, which improved audit results, and created a transfer price control system for intercompany transactions.
1976 - 1992
Senior Division Controller, Division Controller, Senior Operations Controller, Operations Controller, Manager of Financial Planning, Budget Manager, Senior Financial Analyst, Financial Analyst, Consolidations Supervisor, Staff Accountant
Cellular Subscriber Division and Communications Sector, Schaumburg and Arlington Heights, Illinois