STEVEN J. FORRESTAL

**** **** ******

New York, New York 10028

815-***-****

acayxc@r.postjobfree.com

EXECUTIVE SUMMARY

Finance Professional with extensive accounting, administration and systems

experience in diverse industries including service, manufacturing,

distribution, and publishing. Proven ability to improve operations, impact

business growth, and maximize profits through achievements in finance

management, cost reductions, internal controls and productivity

improvements. Strong acumen in business planning, management, systems

technology design and implementation and staff development.

PROFESSIONAL EXPERIENCE

KINDER MORGAN, INC. Argo, Illinois

2010-2013

The largest independent transporter of refined petroleum products in North

America

Regional Accounting Manager-Midwest Region (Reorganization) (2012 - 2013)

Direct financial responsibility for annual revenue exceeding $165 million

for this five state region. Manage a staff of 3 senior accountants, 3 staff

accountants and 1 Financial Reporting Manager.

. Developed monthly reporting package for Area Vice-President that

included KPI's, P&L by terminal, OPEX trends, monitored new business

and capital spending. Enhanced operations and sales monthly

accountability.

. Improved DSO from 45 days to 39 days by reducing days to pay and

rebalancing A/R workload.

. Improved forecast accuracy by 17% by providing interim reports,

standardize accrual process and dedicated resource to address emerging

out of the ordinary situations.

. Provided guidance and policy for proper disposal and accounting for

obsolete equipment.

Finance and Accounting Director - Midwest, Northeast and Ohio Valley

Regions (2010 - 2012)

Direct financial responsibility for annual revenue exceeding $375 million

in 3 multi-state regions. Responsible for a staff of 20 through 4 managers.

Total annual company revenue of $8.1 billion.

. Revised regional financial structure to enhance monthly/quarterly

closing process eliminating 3 positions and savings of $210K.

. Assimilated Midwest acquisition within 90 days that led to a 15%

improvement in operating margin.

. Streamlined budget process timeline from 4 months to 3 months by

eliminating redundant schedules, standardizing templates and creating

a scripted corporate presentation.

. Created Capital Coordinator position to manage project overruns,

monitor project end dates and insure timely closing of completed

projects. Enhanced closure rate from 40% to 75%. Reduced internal

finance charges by $150K annually.

. Revised sales crediting procedure by implementing dollar amount

approval matrix for heightened transparency and enhanced internal

control.

LEVY SECURITY CORPORATION, Chicago, Illinois

2005 - 2009

$40 million Company providing high-level security services in the

Chicagoland area.

Chief Financial Officer

Direct responsibility for Accounting, Human Resources, Administration, and

Information Technology. Report to the Chief Executive Officer. Responsible

for a staff of 11 through three managers.

. Generated $4.3 million in new business since January, 2006, by

implementing a revised RFP sales process.

. Reduced corporate overhead $1 million by eliminating redundant

positions, aligning processes, and implementing a performance

measurement system.

. Implemented monthly financial reporting package that included variance

reporting to forecast and budget.

. Held monthly business review meetings focused on operational and

financial performance.

. Introduced seminars such as Budgeting, Interpreting Financial Results

and Forecast Accuracy.

. Improved company net profit performance in excess of $800K (400%)

during a three year period. This was achieved with job consolidation,

integrated software implementation and formalized cost guidelines.

. Achieved an annual savings of $120K and productivity gains by closing

the monthly books in 5 days, rather than 13 days, and restructuring

financial operations.

. Recognized an annual savings of $100K by negotiating line-of-credit

interest terms to prime minus a quarter point.

Steven J. Forrestal, 815-***-****

page 2

SJF CONSULTATION SERVICE, Crystal Lake, Illinois

2002 - 2005

Provided accounting and financial expertise to small businesses ($3 million

annual revenue or less).

President

Directed the initiative to secure new and on-going business for the company

within the small business market. Offered an array of services that

included accounting, financial planning, budgeting, forecasting, and

refining processes.

. Grew the business from a zero client base to a customer base of 55

in less than three years.

. Marketed company by partnering with chambers of commerce, civic

organizations, developing free workshops, pro bono work for

charitable organizations, referrals, and in-print advertising.

. Had a client retention rate of over 90% during a three year period.

This rate was attributable to excellent customer service, fairly

priced services, multiple solutions and delivery of timely results.

DIEBOLD, INC., Arlington Heights, Illinois

1997 - 2002

Manufacturer of ATM's and electronic security devices. Annual revenue of

$2.1 billion.

Controller, North America (2000 - 2002)

Managed a $350 million professional service and sales organization.

Reported to the Vice-President of Finance, responsible for a staff of six

analysts and one manager.

. Recommended merger/acquisition targets that yielded annual revenues in

excess of $550 million through due diligence. This process augmented

the strategic plan process by emphasizing top line revenue growth.

. Reduced costs $400K annually by reducing staff and assimilating the

Service and Implementation financial groups into one operating unit.

. Increased revenue by $3.0 million and operating margin by $650K

annually. Secured large multi-year service contracts ($500K or

greater) while meeting customer-enhanced terms.

. Provided going forward guidance for revenue recognition of product

sales in accordance with terms of the contract and matching/deferring

freight costs respectively.

Division Controller (1997 - 2000)

Managed an annual revenue budget in excess of $300 million in support of

regional sales and maintenance service entity. Reported to the Division

Vice-President, responsible for a staff of 15 and two lead analysts.

. Achieved over $15 million annual savings by managing a company-wide

restructuring effort. Increased shareholder value while improving

productivity that led to increased customer satisfaction.

. Delivered divisional savings of $250K annually by implementing a

supply savings plan. The plan maintained minimal on-hand parts

inventory, converted to preferred vendors, secured agreement for 24-

hour turnaround and on-line parts tracking.

. Reduced administrative cost of $450K annually by leading a team to

streamline the manufacturing forecast process. The result was

improved accuracy, new cost models for the build houses, elimination

of excess inventory and a procedure to reassign product.

SUN-SENTINEL INC., Deerfield Beach, Florida

1987 - 1997

Accounting Manager

Publisher of a daily newspaper with annual revenue in excess of $500

million. Subsidiary of Tribune Company.

Developed and delivered annual budget on a timely basis. Had forecast

accuracy of over 97% in support of publications distribution for $65

million division. Reported to the Vice-President of Finance, responsible

for staff of 16 and two managers.

EDUCATION and CERTIFICATION

MBA, Finance - New York Institute of Technology, New York

BS, Business Administration - Marist College, New York

Six Sigma Green Belt

SOFTWARE

Hyperion Planning, Lawson, Great Plains Dynamics, Oracle, QuickBooks,

Microsoft Office

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