Customer Service Management

Phone: 317-***-**** Chad A. Albano

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

Email: *********@*****.*** Financial Professional

Fishers, IN 46037

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Introduction

Financial professional with 15 years of proven experience in financial

management, financial analysis, budgeting/forecasting, process improvement,

employee development and business system implementation in corporate

office, manufacturing and distribution environments.

Core Competencies

. Analyzing and Solving Complex Challenges . Superior Microsoft

Excel Expertise . Cost/Volume/Profit Analysis .

Development of Multi-Scenario Financial Models . Super User of

Information Technology . Versatile Management Style Training .

Strategic Planning - Operational or Market Based . Acquisition and

Consolidation Analysis . Cross-Functional Team Participation . Meaningful

& Impactful Management Reporting . New Product Rationalization

. Inventory Management & Control . Revenue & Profit Enhancement

Planning . Capital Investment Justification . Re-

Engineering Policy & Procedure . Employee Performance Planning & Goal

Setting . Discounted Cash Flow Analysis . Audit Risk/Control

Matrix Creation [pic]

Experience

Bally Technologies, Inc.

A $900 million supplier of technology based products and services to the

gaming industry.

Director, Planning & Analysis - International, Las Vegas, NV November 2009

- Present

Responsible for all aspects of planning and analysis related to Sales and

Operations with a special interest on profitability optimization for 6

global regions: Europe; South America; Mexico; Latin America; Asia; and

South Africa.

Mikohn Signs & Graphics, LLC.

A $25 million supplier of custom signage to the gaming industry.

Vice President, Finance, Las Vegas, NV April 2009 - November 2009

Financial leader of the Company and member of the executive management team

responsible for all Finance and Accounting functions with a particular

focus on effective cash management, improvement of internal control

procedures, streamlining forecasting and external reporting models and

supporting the development and implementation of profitable pricing and

terms strategies for two separate but overlapping customer segments.

. Utilized excellent interpersonal skills to effectively manage the Company

through a challenging cash cycle, working with both customers and

suppliers to support the Company's cash preservation goals.

. Through the use of superior Excel expertise, transformed the Company's

financial reporting - both internally and externally - delivering

financial statements, forecast models and comparative analysis more

timely and in a more meaningful way, which provided all levels of

management the tools needed to take action.

. Constructed sophisticated financial models used by the ownership team to

assess multiple investment scenarios to improve the Company's cash

situation, including external company combinations, additional cash

infusion from external investors and/or external acquisition.

. Utilized keen insight and analysis skills to identify a shift in the

market. Collaborated with executive management to develop and implement

value-added pricing and terms strategies on a customer-by-customer basis

that were more "in-tune" with the new reality in the marketplace.

Bally Technologies, Inc.

A $900 million supplier of technology based products and services to the

gaming industry.

Division Controller - Manufacturing & Inventory, Las Vegas, NV September

2007 - April 2009

Lead the Manufacturing & Inventory Accounting team with a primary focus on

timely and accurate reporting of financial and operational results. Drove

the team to deeper understanding and control of the Company's

manufacturing/supply chain/operational costs. Ensured adequate inventory

control procedures were implemented and adhered to, with a focus on

improved inventory management results. Additionally, drove internal

customer service improvements, offering value-added reporting and analysis

and serving as a business advocate or business partner to our internal

customers.

. Project managed a team to remediate the Company's inventory material

weakness. The Company had reported an inventory material weakness for

two consecutive years. The team remediated the material weakness within

four months by strengthening the internal control framework and placing

accountability with the appropriate contributors.

. Realigned and developed the accounting for manufacturing and inventory

team to be more product line focused, essentially creating "silo cost

experts" which improved the team's overall customer service performance

and increased our creditability with the Operations team.

. Reduced the accounting for manufacturing and inventory team close cycle

time from 8 days to 5 days by streamlining inefficient processes,

eliminating non-value work activities and taking advantage of already

existing technology to improve efficiency.

. Acted as the primary contributor - from an Accounting standpoint - to the

implementation of a warehouse management system (WMS) that has

tremendously improved the Company's discipline and strength in terms of

inventory management and inventory control. Inventories have declined

30% since the implementation of the WMS.

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Chad A. Albano

. Partnering with Operations, drove the implementation of a disciplined

cycle counting methodology that has resulted in a dramatic improvement in

inventory control. Prior to implementation, cycle count accuracy was

approximately 70%. We are now experiencing 98% accuracy levels and have

eliminated three physical inventories during the fiscal year.

. Redefined and implemented more advanced costing methodologies which more

accurately accounted for manufacturing activities. Partnered with

Operations and Supply Chain management to understand the total cost of

manufacturing and service with a focus on per unit cost management. To

date, the activities have reduced per unit costs by 10%.

. Standardized the Company's accounting for obsolescence and standard cost

revaluation reserves for more than 18,000 parts in 12 different

locations, which improved close cycle time by two days and provided

Operations better visibility to opportunities for inventory turns

improvement. As a result, inventory turns have improved 33%.

. Implemented forecasting model which worked to educate Operations and

Service managers on the results of activities from a financial standpoint

and identify opportunities for operational improvements.

. Lead an effort to document and process flow the entire supply chain cycle

which has identified areas to strengthen internal controls and visually

depicted areas for efficiency gains.

Griffon Corporation, Clopay Building Products Division

A $600 million leading manufacturer of overhead garage doors and related

component hardware.

Plant Controller, Russia, OH May 2005 - September 2007

Leader of accounting team with a mission of developing and maintaining

accurate standard manufacturing costs spanning thousands of complex product

configurations, implementing and maintaining superior inventory control

procedures that safeguard $40 million in inventory assets, managing

Sarbanes Oxley compliance testing procedures, exceeding internal customer

informational expectations and acting as consummate financial

advisors/business partners to all levels of management within a $300

million manufacturing organization with annual output of over 900k

equivalent units and 800 employees. Also responsible for proper accounting

of transactions at 49 distribution center locations across North America.

. Primary leadership role in fully integrated Oracle business system

conversion at the Russia, OH plant and 49 distribution center

organizations in 2006. Overcame many challenges to implement a "rules-

based" configurator used to create bills-of-materials, customer pricing

and product costing at order entry point. Largest implementation of

Oracle business software in a "configured" environment to date.

. In support of the Oracle implementation, partnered with Engineering to

develop rules based labor routings for over 100k possible manufacturing

configurations. Intensely studied manufacturing processes to gain a

greater understanding of how labor is absorbed at a more detailed level

for over a thousand distinctly unique garage door models.

. Revised and implemented new ways to apply overhead costs to manufactured

products. Used activity based methodology to more appropriately apply

overhead cost pools to specific product lines, which gave Sales,

Marketing and Executive Management a more realistic picture of gross

margin by door model than ever before.

. Redefined management reporting by presenting the operating profit

statement in a "functional silo" format. Sales and margin at standard,

operational variances and administrative expenses were presented in a way

that drove accountability for performance.

. Consolidated plant accounts payable function to shared service

organization at the corporate headquarters. Consolidation produced an

annual cost savings of $60k in the form of headcount reductions and

increased internal control by centralizing the point of payment.

. Reorganized accounting team to be singularly focused on costing, control

and reporting for specific areas of the business - garage door

manufacturing; component hardware manufacturing; and distribution.

. Primary contributor to Lean Manufacturing Initiative. As a result, the

team developed and implemented a "dashboard" of key performance

indicators that supported the reduction of waste in the manufacturing

process. To date, the project has driven cost savings of $350k in the

form of labor efficiencies and scrap reduction.

Manager, Planning & Analysis - Distribution, Indianapolis, IN August 2001

- May 2005

Financial Management position supporting profitable growth with a focus on

standardizing internal procedures and controls, continuous efficiency and

best practices analysis, strategic planning, and meaningful

operational/financial analysis and reporting for $275 million distribution

center organization within the Building Products Division.

. Provided timely and accurate analysis of distribution center operating

results, including meaningful comparison of actual results to budget,

forecast and prior year. Communicated insight regarding

operational/financial issues impacting such results to all management,

driving solutions/results oriented business decisions.

. Prepared the annual budget, five-year plan and related analysis for

distribution center organization consisting of 48 locations across North

America.

. Designed financial models for strategic initiatives. Models measured

financial impacts (internal rates of return and net present values) of

various operational scenarios - expansions, relocations, consolidations

and capital investments.

. Developed a performance scorecard methodology and implemented it as part

of location manager's incentive compensation plan. The performance

scorecard aligned employee's efforts with overall company objectives,

created a positive competitive environment and guided shifts in business

direction.

. Executed an initiative to publish all financial results and related

analyses for the distribution organization electronically via an intranet

on the fifth business day following the close of the month. The result

was that location managers were able to view financial results, analyze

outcomes and react quicker and easier than ever before.

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Chad A. Albano

. Authored a capital investment proposal that implemented inventory

scanning technology at all distribution center locations, which increased

inventory control, allowed managers to better manage inventory levels and

saved the company $250 thousand annually in the form of labor

efficiencies and reduced inventory shrink.

. Developed, implemented and maintained superior internal controls and

financial procedures for all distribution center locations to ensure the

preservation of all company assets. Coordinated with the Internal Audit

department to strengthen perceived weaknesses and become compliant with

Sarbanes-Oxley.

. Implemented a safety incentive program that significantly increased the

awareness of operating safely at all locations and reduced recordable

incidents from 36 to 12 in one year's time.

. Investigated and analyzed an under-performing location on-site in

California. Recommended a plan that improved all internal operating

processes, reduced staff by ten and produced an annual cost savings of

$120 thousand to the company.

Manager, Business Analysis, Cincinnati, OH May 2000 - August 2001

Responsible for management reporting, budgeting/forecasting, business

planning and analysis, and internal process improvement for five Building

Products strategic business units consisting of eight manufacturing plants,

45 distribution centers and corporate headquarters. Direct reports

consisted of one financial analyst and one pricing analyst.

. Developed an improved model for Management Information Reporting.

Streamlined monthly reporting cycle to 8 days from 12 days.

. Responsible for the timeliness and accuracy of the entire budget process

for $500 million Division. Revised the planning process to drive

accountability and ownership down to the department Manager level. All

budget variances were then the result of unpredictable events or

circumstances and were corrected on a timely basis with re-forecasting.

. Performed extensive analysis on rationalization of new product to be

manufactured, private labeled and distributed through a major national

retailer. The new product contributed incremental profit margin of $300

thousand annually.

. Responsible for review and analysis of all customer price change

authorizations. Restructured the entire price approval process to more

effectively track, control and manage customer pricing.

. Collaborated with the Treasury department to reduce the number of banks

and bank accounts within Building Products. Consolidated the number of

banks and bank accounts to 5 from 45, which translated into an annual

expense savings of $40 thousand by reducing bank and related fees.

. Presented monthly operating results, key indicators and operational

issues to senior Management during monthly Management team meetings.

. Participated in cross-functional cost reduction teams. One team produced

a proposal to change the packaging on a particular product line that

generated a $250 thousand annual cost savings for the company.

. Authored quarterly operating letter for submission to Parent Company.

The letter provided detailed explanations of key drivers of the business

for the Building Products division.

Financial Analyst, Cincinnati, OH April 1998 - May 2000

Produced financial forecasts of operations, developed annual operating

budgets and designed value-added analysis tools for five Building Products

strategic business units consisting of eight manufacturing plants, 45

distribution centers and corporate headquarters.

. Developed strong relationships with plant controllers and SBU managers in

order to more accurately generate monthly, quarterly and forward-looking

financial projections of operations for submission to holding company.

. Planned, analyzed and consolidated annual operating budget for eight

profit centers, 45 distribution locations, a product development cost

center and corporate headquarters. Achieved the first "bottom-up"

budget, driving costs off unit sales for fiscal 1999.

. Analyzed monthly operating variance to budget. Provided detailed

explanations of variances and financial impacts of significant

operational events occurring in the business.

. Developed various financial models: price effectivity model which

provided a measurement of the company's ability to obtain price in the

marketplace; customer mix model detailing the effects that composition of

customers has on profitability; product mix model identifying

opportunities for Sales and Marketing to promote higher margin products.

. Participated on cross-functional team for the rationalization of a new

product line. The new product line generated $1.2 million in additional

volume and an annual cost savings of $300 thousand.

. Authored explanations and financial justifications for various capital

projects that offered significant cost reductions and high return on

investment. A recent project recommended the manufacture of a part as

opposed to purchase that provided $200 thousand in annual cost savings.

. Participated on customer service initiative team implementing performance

metrics based on Harvard's balance scorecard theory.

Supervisor of Cost Accounting, Orlando, FL June 1997 - April 1998

Responsible for accuracy and integrity of costing systems for two Building

Products business units consisting of three manufacturing plants, three

distribution centers and a divisional administrative office. Direct

reports consisted of two cost accountants and two accounts payable clerks.

Education

Bachelor of Science, Accounting, University of Evansville, Evansville

Indiana, May 1995.

Other Activities

Captain, University of Evansville Football Team - 1994 and 1995. Enjoy

golf, cycling, fitness and spending time with my family

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