William Fitton

Actively led all SEI financial activities, including treasury, accounting, financial control, planning, reporting & analysis for a $55MM, 900 employee call center business.Reporting to the President of the SEI business and dotted line to the CFO of the Ygomi Group (holding company privately held).Offices in the US, UK, Hungary and China.

·Assisted in turning the business from a $0.7MM loss in 2005 to a $1.5MM profit in 2008 (EBITDA).

·Implemented monthly, by customer/client forecast process and reviews with executive staff.

·Created new annual budget process, by function/by client, which provided function VP’s complete visibilityand accountability for their individual budgets.

·Led monthly business reviews which fostered discussion and shared decision making among the President’s staff.

·Established accounting and financial processes for new call center in the UK.

Provided overall financial support for the Corporate CIO and his staff with a total budget of approximately $900MM.Managed the worldwide IT Finance organization of 27; led IT financial planning, reporting and analysis.

·Worked with the CIO and his staff, ensured that budgets were met in 2003 and 2004 YTD September.

·Established corporate wide SOX 404 IT Team to drive policies, standards, implementation of testing, deficiency identification and remediation.

·Reduced IT finance support staff by approximately 20% over 12 months, while streamlining reporting and analysis processes.

·Co-led company wide Telecommunications SWAT Team which identified $17MM of cost reductions.

Led overall SOX 404 project for PCS, a $9B+ Sector.

·Developed and directed the PCS SOX Project Team, which created the Sector Project scope, plan and implemented required reviews to meet requirements.

Provided overall financial support for the Sector CIO and his staff with a total Sector budget of $150MM.

·Introduced process controls and financial reporting that allowed PCS IT to over perform on budgets (18% under budget, 24% under prior year) and eliminated historical cost “surprises”.

·Led an organization of 8 for IT financial planning & reporting, PCS IT GAIN (cost reduction) initiative, financial system initiatives and other special “outsourcing” analysis.

·Partnered with the CIO to develop processes (i.e., approvals, operations reviews, staff meetings, project reviews, strategy) to alert the management to key IT issues.

Provided overall financial support for PCS North America sales organization which included North America Cellular Subscriber and World Wide Paging, with annual sales of over $2B.

·Managed a total finance organization of 50; responsible for financial planning, credit and collections, distribution accounting, and pricing proposals.

·Implemented weekly carrier account review sessions to better identify sales opportunities and forecast the business.Reduced the finance and operating organization cost structures by approximately 15%.

Supported the Sector President and Sector CFO in providing financial analysis for Corporate Operations Reviews, Sector Staff Meetings, Strategies and Annual Plans for a $4B+ business.Led a team responsible for Sector accounting, Sector financial planning & forecasting, tax and internal controls.

·Reduced the annual plan cycle time from several months to 45 days.

·Transitioned Sector accounting transactional responsibilities to corporate wide financial shared services.

Managed financial support for the Worldwide RPG two-way radio dealer channel, which included the consumer radio business with annual sales of over $1B.Managed a worldwide organization of 200 responsible for financial planning & forecasting, credit & collections, accounting, call centers and pricing.

·Generated a business pre-tax profit of 16% and a RONA of 60% for 1998.The finance organization implemented Oracle Order-to-Cash, which was tied into Oracle Manufacturing.

·Implemented “PowerLink” electronic communications (EFT, NA invoicing, orders) with dealers.

Supported the Sector CFO in providing financial analysis for Operations Reviews, Strategies, LRP and Annual Plans for a $12B business.Managed a total team of 35; performed Sector accounting, Sector financial planning & forecasting, tax, internal controls, payroll and import/export compliance.

·Implemented process changes to improve the quarterly operations review and reserve meetings.

·Completed system enhancements to mechanize the balance sheet interface with the corporate briefing room charts.

Based in Singapore, provided overall financial support for the Corporate VP & General Manager as well as the Corporate VP of International Finance. Managed a region wide finance organization of 40 based in five countries; provided corporate financial planning, legal entity accounting, treasury and internal controls.

·Reduced the accounting close process in Singapore by 25% and developed reporting & forecasting process for corporate budgets and sales.

·Developed a region wide sales forecast process that gave the operating team better visibility into demand.

Senior Audit Manager-Corporate Internal Audit1993 – 1995

Manager-Corporate Financial Planning1991 – 1993

Other Motorola Accounting/Finance Positions, CGISS 1977 – 1991

Held various accounting and financial analyst/controller positions in CGISS located in Illinois and Florida.