CFO – Commercial Finances Resume
Sterling drew
614 Harmony Lane
Pleasantville, CA 94148
(921) 554-1134
Summary
Focused business executive senior finance is preparing to deliver a responsible growth and actual results. Rich mix of technical accounting, operations and leadership skills complement graduate studies funding. A change agent, known for a balanced view of stability and the ability to guide the consensus among the disciplines of the heart of trade with different agendas and visions.
• Management and reporting • Business Opportunity Reviews
• Leadership of multidisciplinary feasibility analysis •
• Strategic planning and recommendations • Productivity / efficiency improvements
• Workplaces Cross-Cultural Process Reengineering •
• Risk Management Prevention and Cost •
• law enforcement • Policy development
Executive Performance – Overview
Finally, trying to attract different interests in the consensus. Despite a period of significant disruption caused by a new planning process and IT integration project, as GM Sales & Operations Planning, analyzed ad-hoc functions of each department and produced standardized business model after negotiating an agreed structure.
Catalyst for the development of the initiatives of senior staff of multitasking and efficiency. Management approach has promoted flexibility, accountability and accuracy in a dependent term. As the Group Accountant, reducing the reporting date by 50% without changing the underlying financial systems.
Quantitative achievements in the development of systems and processes. Designed and added new strategic mix of traditional financial KPIs after missing the system to identify the key performance indicators linked to strategy. The recommendations adopted by management and remain a fundamental tool of analysis for management decision making.
Experience
Octagon International, San Francisco, California 2001 – Present
Management Consultant
International business consulting strategic positioning of multinational corporations and leading to long-term revenue growth.
Determined the project team to advise the customer is responsible for identifying value drivers in business best practices, and developing, with the model of value creation to maximize the return on investment and profit. Analysis of financial results, adjusted economic profit calculations, and evaluate opportunities for value creation in different models to understand the revenue opportunities for existing businesses. Study: Octagon included all the key recommendations of the Board of Directors of the customer.
WINE HELIX, San Francisco, CA 2000 – 2001
General Manager, Sales & Operations Planning
Leading company in the world of wine of superior quality with a global presence, revenue has $ 1.1 billion and 2,400 employees.
A history of consistently high performance rewarded with a steady progression to positions of greater responsibility and authority.
Budget: $ 500,000. Executive Committee member, said CEO; global role. Staff: 15
Ad-hoc systems and processes more than 6 months without a direction of management, has seen sales and operations departments of the fragment and the shape of individual structures, although the agreement to adopt a standardized model of the past. Before merger and restructuring of the company with a new system implementation was delayed deficiencies in the design, dramatic, and the issues that we’ve presented a serious examination of difficult and varied challenges of the role of the newly developed GM Sales & Operations Planning.
Activities and results:
• Identified the main similarities between the systems, and successfully negotiated a new standardized approach across regions, which would eliminate duplicate functions and restore profitability. Prepared and received acceptance of a new model of management team, which is for a period of turbulence for business in a more cooperative mood.
• Created a model of global marketing has failed to win Prev. The final model provided a comparison between the identified shortcomings, such plans have been inclined to look at growth in the global market, and offered a greater involvement in the marketing department planning process.
• Executive Wine Group leading member, identify the benefits of introducing a system of demand planning across the enterprise. With the application plans set unrealistically high, were unnecessary to buy expensive fruits and communication lines have been floundering. Sales of system planning and operations has been one of the top five strategic priorities.
• Make a deadline hanging teamwork to solve the critical problem of the SAP warehouse management and customer service, to implement the apparent and negatively impact levels of customer service offered in the face long delays when ordering . Team to quickly identify and resolve things, reducing the allocation to 95%, and significantly improved systems and procedures.
HELIX WINES, San Francisco, CA 1999 – 2000
Group Financial Controller
Challenged by new staff and promoted, the lack of quality and accuracy in the preparation of statutory accounts, financial accountant struggling with unresolved issues in the long term, and documented procedures. Recruited, trained and developed staff, stressed the importance of time-dependent environments, and resolved long-term treatment. Standardized procedures and record step by step tasks for the coming year, reversing a chaotic process of consolidation to one of precision and quality.
Delivery team managed month-end reports, including financial performance, anticipated consolidation, CEO / CFO executive reports and presentations.
Actions and results:
• Produced and delivered to the Wine Group, the budget of $ 900 million. Designed for the budget cycle of the organization design, and analyze the results and presentation to management.
• identified savings of $ 300 000 in the finance sector through the system and personnel changes and the cost of fine tuning. Centralization project coordinated transfer function / P regions from business customers.
• Standby Wine Group, a strategic plan. Developed for the planning, review financials, product recommendations, and present leaders Helix.
• Finance and represented areas of planning $ 22 million SAP project deployment. Documented systems and procedures, revised proposed solution, and supervised the deployment throughout the enterprise. Quickly became the primary contact for matters of technical staff, department heads and management.
WINE HELIX, San Francisco, CA 1997 – 1999
Group Management Accountant
Monthly reports made, budget, strategic plan financial statements and analysis of EVA. Selected to join the management team to review product performance in the world. Co-produced and presented the evaluation of initiatives aimed at saving $ 1.6 million per year and cut inventory levels of $ 10 million.
Gaps identified in unrelated KPIs with strategy. The initiatives presented to management successfully adopted and remain in force.
Inspired by the finance team to accept the attitude to drive improvements in the efficiency of the reporting month-end. Cranks only team reacts to dramatically reduce the reference date of 12-6, without fundamental changes in economic systems.
FJK GROUP, San Jose, CA 1994 – 1997
Financial Accountant
Prepared group complex group with over 100 listed companies, property issues and foreign exchange. Developed draft statutory accounts for the Executive to consider, and the group’s accounts generated for submission to the Securities and Exchange Commission.
Education
Marquette University in Milwaukee, WI
Masters, Applied Finance
University of Chicago, Chicago, IL
B.Sc. Economics