Manager Sales

BETH A. HOETGER

**** ********* ***** ********: 734-***-****

Ann Arbor, Michigan 48105 abg61g@r.postjobfree.com

Summary

Four years of experience in corporate finance for a major health system

playing a leadership role in implementing new processes and analytical

tools. Eighteen years of cross functional experience as a Finance

Professional in a Fortune 50 manufacturing company with fourteen years of

managerial experience in assignments of increasing responsibility and

scope. Well developed analytical skills utilized in handling a broad range

of financial and business matters. Proven success developing teams from

the "ground up" and mentoring inexperienced staff members. Experience

supporting leadership development and recruiting efforts including on

campus recruiting. Strong track record acclimating quickly to new

environments and delivering results in diverse assignments. Areas of

expertise include:

Financial Forecasting, Plant Controller Treasury

Budgeting

Internal Controls and Audits Sarbanes-Oxley Financial Close

Compliance

Accounting Principles Capital Budgeting Six Sigma Champion

Division Profit Analysis Process Re-Engineering Project Management

Cost Reduction Champion 10K, 10Q Reporting Accruals and

Reserves

Consolidating Financial Employee Benefits Contract Negotiation

Statements

WORK HISTORY

DETROIT MEDICAL CENTER, Detroit, MI 2007-Present

Corporate Director, Budget Operations Analysis

. Consolidated monthly operating results. Worked closely with the

hospital personnel to identify the underlying business drivers and

opportunities for improvement. Greatly improved the timeliness of the

reporting and the detail.

. Developed and implemented standardized analytical tool for analyzing

monthly results. Launched this process within first three months at

the DMC. This standardized model explains the hospital's performance

versus budget in terms of volume, acuity, payer rates, payer mix, and

cost.

. Established a monthly process for analyzing mix and rates for a

standardized payer list.

. Developed a revenue (contractual) model which allows hospital revenue

data to be consolidated and analyzed on a monthly basis.

. Launched a Budget target development process based on detailed year-

over-year analysis. Utilized new revenue tool to quickly model future

hospital revenue payer.

. Developed a financial forecasting tool using the year-to-date

operating results. This tool supported the development of consistent

Hospital budget baselines.

FORD MOTOR COMPANY, Dearborn, MI 1987-2007

Finance Manager, Market Representation and Dealer 2005-2007

Development

. Managed financial results and analysis for 135 fully consolidated

automotive dealerships for the Ford, Lincoln Mercury and Volvo brands

(sales of $7 billion).

o Significantly improved the quality of data available that allowed

management to better manage the portfolio and embark upon

aggressive sale and liquidation plans.

o Conducted an audit of wholly owned dealership including a detailed

financial and internal control review.

. Provided financial support to market representation team charged with

ensuring that the dealer body is adequately representing the Ford /

Lincoln / Mercury brands.

Beth Hoetger Page 2

Finance Manager, Fixed Cost, Marketing and Sales 2004-2005

. Selected based on expertise in internal controls, process improvement

and Sarbanes-Oxley compliance.

. Managed $2 Billion in cost primarily related to advertising and

selling expense.

. Greatly expanded the role of the Finance team by assuming

responsibilities from the operations and the advertising agencies

which provided the Ford management team with "one stop shopping" for

financial data.

o Mentored new team members as organization grew from five analysts

to three team leaders and twelve analysts.

. Developed a new internal model that provided extensive data to the

advertising team and was utilized to allocate scarce resources and

react to rapid changes in the environment.

. Instituted more robust accounting and cost control processes including

identifying and addressing a major process issue and developed

presentation required for Board of Directors Finance Committee review.

Finance Manager, Healthcare, Disability, and Worker's 2000-2004

Compensation, Employee Benefits

. Led newly created financial analysis group in charge of Ford's

healthcare, workers' compensation, and disability costs ( cash impact

of $2.5 - $3.2 Billion annually ).

. Significantly expanded the scope and role of the financial support

group moving from a narrowly defined accounting role to an integral

business team member.

o Provided support of key policy decisions such as benefit design

changes and changes in health plan sourcing.

o Championed the business case for a Healthcare Purchasing activity

and transitioned purchasing responsibilities to the newly created

department

o Developed new staff members as the team grew from the initial four

direct reports to a peak of more than twenty professionals

including Human Resource, Finance, and IT (contract) personnel.

. Substantially improved reporting accuracy including the identification

and correction of major reserve issues.

. Improved model assumptions for SFAS106 post retirement healthcare) and

SFAS112 (disability healthcare) reserves valued at more than $14

Billion.

. Negotiated of the BCBS Indemnity Plan Contract (self insured plans of

$800 million annually) in 2000, 2001.

o Achieved reductions in administrative costs and identified

billing errors ($5 million+).

. Led the Healthcare effort that decreased costs through Ford's

Capstone team process

. Formed and led a dedicated team that audited carrier eligibility

management resulting in savings of more than $3 million annually.

. Personally obtained agreement for a Medicare data exchange with the

government.

o Formed and led the team that used data to improve Medicare COB

and death notifications ($10 million saved annually).

. Spearheaded the initiative that re-sourced the workers' compensation

administration and additional on-site staff support saving more than

$2 million annually and resolving a serious separation of duties

issue.

. Led the analysis of alternatives that restructured healthcare plans

resulting in several key plans being moved to self insured saving more

than $3 million annually.

. Developed standardized reporting that led to a clear understanding of

underlying trends analysis and key cost drivers.

. Worked closely with the newly formed Purchasing group to support re-

sourcing actions

o Recommendation to re-source the pharmacy plan saved $15

million in the first year.

Beth Hoetger Page 3

Plant Controller, Electrical and Fuel Handling Division, Visteon

1999-2000

On Site, Plant Controller for the Ypsilanti Visteon plant ( $500 million

in revenue and 900 employees ) Responsible for managing all aspects of

financial reporting including full income statement reporting, capital

appropriation request analysis, new product pricing, and cost

reductions. Managed a direct staff of seven with additional matrix

reports.

. Supported management with detailed analysis of the full income

statement including budget performance, issue-to-issue, and year-over-

year variance analysis.

. Supervised a group of seasoned plant cost analysts responsible for the

analysis of capital expenditure requests, cost savings proposals, and

material purchases.

. Served as Key member of the Plant Operating Committee.

o Designated manager in charge (with full signing authority) during

the plant manager's absence.

. Personally led a cross-functional team that worked to increase non-

Ford component sales.

o Team launched an innovative process that produced new components

for re-manufacturing companies as well as selling scrap.

Finance Manager / Controller, Ford Automotive Parts Operations 1996-

1999

( Visteon )

. Managed financial analysis and reporting for a stand alone automotive

component division with global manufacturing facilities ($ 5 Billion).

. Served in three different organization providing meaningful data

during a time period filled with rapid organizational change as the

business moved from an integral part of Ford Motor Company to a

separate Automotive Components Group and onto a new Visteon legal

entity that was being prepared for spin-off.

. Initially responsible for the profit reporting and analysis for

Electrical and Fuel Handling Division ($2 Billion).

. Promoted to Profit Analysis Manager of the newly formed Chassis

Division ($5 Billion).

o Developed the profit reporting system from the ground-up moving the

global plants from cost centers to profit centers supervising a

direct staff of more than 20 professionals with additional matrix

reports.

. Moved to the newly formed Powertrain Controls Division ($5 Billion

Division) with a staff of twenty when the Automotive Parts Operations

was re-organized as Visteon..

. Led team responsible for the consolidation of the full income

statement including providing direction to the plants and managing

central costs (e.g., engineering).

o Analytical support included a complete variance analysis comparing

forecasts / results to the prior status, prior year, and budget.

. Provided comparative analysis to the operating team evaluating

profitability by product line as well as by plant.

Treasury Analyst 1993-1995

. Developed dividend strategy and strategy for stock split.

. Developed financing strategy for North American Affiliates and

addressed issues with troubled suppliers.

Product Development Financial Analyst and Section Supervisor 1988-

1993

. Consolidated new car program cost and conducted profit analysis for

Mark VIII vehicle line.

. Co-chaired worldwide committee that developed a revised Engineering

change process.

o Succeeded in using a common system for Europe and the US. Worldwide

team comprised of more than 25 members.

Beth Hoetger Page 4

EDUCATION

MBA, University of Michigan, Business Schools, Ann Arbor, MI 1988

Concentration in Finance and Marketing; Cum Laude

Master of Science in Engineering, University of Michigan, Ann Arbor, MI

1988

Rackham Graduate School

Concentration in Industrial and Operations Engineering with a focus on

manufacturing operations

Bachelor of Arts, University of Michigan, College of LSA, Ann Arbor, MI

1986

Double Major in Economics and Psychology (Honors)

Bachelor of Science in Engineering, University of Michigan, Ann Arbor, MI

1986

College of Engineering

Concentration in Industrial and Operations Engineering

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