Sales Customer Service

Janice VanDeusen

** **** ******* **** **. 203-***-****

Watertown, CT 06795 ****************@*****.***

An experienced Financial Professional with a proven record of

business leadership, financial analysis and process/systems development.

Results-oriented financial management professional proficient in financial reporting, analysis, forecasting, budgeting, cash management, auditing, and controls for multi-site manufacturing organizations. Solid interpersonal skills and cross-functional team interactions (Sales, Production, R&D) coupled with effective leadership abilities. Fosters strong external relationships with Board of Directors, Attorneys, Bankers, Auditors and Tax Consultants. Effective in reorganizing, streamlining and strengthening financial operations to maximize performance and profitability.

professional EXPERIENCE:

Stanley Black & Decker, CSS N.A. Div.

Accounting Manager, General Accounting, August, 2010 – Present

Provides day-to-day leadership and direction of the general accounting team including offshore teammembers. Coordinates the monthly close process in NA, and the presentation of global post close summaries. Instrumental in the integration of recent NA acquisition. Strong role in indentifying and implementing financial transformation opportunities to reduce expenses and streamline accounting activities.

Robert Half Management Resources:

Project Consultant April, 2010 – May, 2010

Project Consultant for Reflexite Corporation in Avon, CT, (a global manufacturer of reflective products and optical films, $80 million, 18 entities worldwide), created a streamlined consolidation process focused on their Statement of Cash Flow which withstood their Big 4 year-end audit, reduced processing time and provided improved documentation.

Dymax Corporation, Torrington CT: 1991 – August, 2009

A global manufacturer and supplier of light-curable adhesives and coatings, epoxies and curing equipment for industrial assembly. 6 entities, privately held.

Chief Financial Officer October, 2005 – August, 2009

Reported to the Board of Directors, Member of Executive Management Team and Growth Team. Managed direct staff of 6; (US – 4, 1 in Germany and Hong Kong), including IT, HR, Process Management and Finance. Directed financial analysis; internal and external reporting; cash management; G/L, A/P and A/R, tax reporting; budgeting; forecasting; product costing; internal auditing; profitability and productivity. Full global P&L and capital asset responsibility. Researched and recommended acquisition candidates and conducted the related due diligence. Prepared shareholder communications and transactions including tender offers. Reviewed contracts with external legal counsel. Traveled regularly to Germany and Hong Kong for oversight of operations, training of finance personnel, strategic planning and “State of the Business” reports to subsidiaries. Worked closely with IT to identify, enhance/implement systems to improve information management. Worked with Process Management to assure operational process changes complied with GAAP and were appropriately documented and implemented.

1. Reduced accounting & related departmental expenses by 20% through efficiencies related to shared services, sourcing consolidation and process changes.

2. Reduced monthly accounting close time to 2 days, fully consolidated global results within 5 business days, significantly increasing the availability of up-to-date financial data and analysis to support business decisions.

3. Championed key performance metrics in quality, growth, financial stability and productivity, profitably impacting goal attainment and performance.

Janice VanDeusen

1. Led the relocation of corporate manufacturing facility, successfully relocating under budget and without any operational delays.

2. Successfully negotiated & executed financing to support 15-25% annual organic growth and growth via acquisitions.

Controller 1995 – 2005

Reported to the CEO/COO. Managed a direct staff of 6 (US- Finance (4), IT & Purchasing) Responsible for all aspects of US financial departmental including corporate reporting/analysis and corporate consolidation & reporting. Conducted month-end/year-end close and financial statement preparation for 4 entities and consolidated results. Analyzed balance sheets, P&L, cash flows and budget variances. Assisted operational management to resolve variances. Supported corporate strategic planning efforts through forecasting and operational/capital budget development. Managed physical inventory and reviewed for obsolescence, movement and valuation. Reviewed and managed banking and lending relationships. Responsible for risk management: evaluation, recommendation and implementation of all corporate business insurance policies.

1. Personally enhanced communications to employees through quarterly “Town Hall” meetings, including the review of financial results.

1. Identified & implemented global Enterprise Resource Planning system (JD Edwards). Implementation completed on schedule, below budget and without any delays in operations or customer service, providing a cost-effective and efficient platform for corporate growth and international expansion.

2. Implemented significant annual tax savings in the areas of federal R&D tax credits, property tax abatement, DISC/FSC.

3. Created and implemented a product costing program, improving production processes and allowing product line pruning, leading to an increased gross profit.

Manager of Accounting 1991 – 1994

Reported to the COO. Selected, trained and developed a direct staff of 4 in finance/accounting. Responsible for the creation and implementation of accounting policies, procedures and controls; analysis and reporting of monthly and year-end financials and departmental variance reporting (for the US location). Established and maintained credit/collection policies. Supervised and audited: bank account reconciliations for 3 cash accounts, asset depreciation schedules and multi-state sales/use estimated tax payments. Managed physical inventory and stockholder transactions. Managed external audit process and provided all necessary worksheets/data to minimize billable hours.

1. Developed and implemented a fleet leasing program, standardizing benefits and reducing expenses related to the US field sales staff.

2. Coordinated the implementation of a foreign sales corporation (FSC), reducing taxes on export sales.

3. Established a capital asset leasing program for computer and manufacturing equipment, significantly improving cash-flow while introducing operational efficiencies.

EDUCATION and PROFESSIONAL Development:

University of Connecticut, M.B.A., 2002

Central CT University, B.S. Accounting, 1994

Operation Explore, Team Training

CFO Rising Conferences

Proficient in: JD Edwards; Microsoft Office, Excel, Word & PowerPoint

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