Sales Supply Chain
Resume:
Richard Pascolini, MBA
Huntersville, NC
****8
www.linkedin.com/in/rpascolini
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SUMMARY
High performance financial executive with experience in numerous consumer
products/OEM industries. Accomplished, results oriented leader, with
outstanding credentials, an MBA with Finance concentration with excellent
technical and analytical abilities. Effective profit enhancing,
communication, leadership, and team-building skills.
PROFESSIONAL HISTORY
Ingersoll Rand
2007-2011
Manufacturer, Marketer and Service provider competing in the Climate
Control, Industrial Technologies, HVAC and Security Technologies markets.
Pro forma gross sales are $17B.
Global Enterprise Operations Controller- Davidson,
NC 20
11-2011
Newly created position and department to financially support the OPEX,
footprint rationalization, manufacturing and supply chain strategies and
delivery of organizational productivity targets. The position directly
supported the SVP of Global Manufacturing and Supply Chain and the
Corporate Controller, while maintaining real estate operational
responsibilities.
. Developed Department Mission- Developed department staff needed and
structure, mission, and 2011 goal deployment. Successfully recruited
high potential employees to join the department.
. Led Margin Analytics Project- Refined the strategy for the project
plan to implement Contribution Margin reporting tools for all of the
US businesses across four sectors and eighty-three different billing
and costing systems.
VP Finance, Enterprise Services- Davidson,
NC
2009-2010
Financial Leader with responsibility for global shared services
organization for enterprise. Including Human Resources, Information
Technology, Financial, and Engineering shared services. Also
assumed operational responsibility for global real estate and facility
management.
. Developed Global Financial Services Strategy- Developed strategy to
expand and regionalize financial services to reduce finance
functional costs (20%), while reducing compliance concerns.
Presented strategy to CFO and FLT to drive organization acceptance
and alignment toward implementation.
. Raised compliance performance- Increased the attention and focused
the organization toward delivery of avoiding and correcting internal
control weaknesses. Drove the organization to zero past-due audit
issues at the end of 2010 from historical average of ten open audit
issues.
. Developed & Implemented Real Estate Strategy- Changed global
brokerage strategy to deliver productivity (expected 5% annually) and
increased performance. Developed and presented Corporate HQ campus
strategy to CEO and executive leadership team members to accommodate
future business growth and reversal of deferred maintenance concerns.
Delivered 9.2% YOY productivity.
Regional Controller, Residential Americas (Includes CN and LATAM)- Carmel,
IN 2007-2009
Financial Leader with full P&L responsibility of a $616M region including a
global supply chain with multiple joint venture business and manufacturing
locations competing in multiple end markets.
. Profit enhancement- Key part of the leadership team that delivered
75.3% YOY increase in Operating Income on significantly lower
revenues due to residential housing market decline.
. Cash generation- Key part of the leadership team that delivered
277.2% YOY cash increase.
. Financial Ownership- Through report development and financial
reviews, drove financial ownership of results to business leads which
led to increased business profitability.
. Process Change Driver- Identified and initiated a process change as
to how retail returns are processed in order to maximize recovery,
annual savings estimated at $1M.
. Talent Development- Recruited/Developed/Promoted 67% of direct
reports.
Richard Pascolini, MBA
Page 2
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Philips Electronics
2006-2007
Consumer Goods Manufacturer competing in the CE, Lighting, and Medical
markets. Gross Sales are $41.5B.
VP Controller (formerly Fiskars Brands CE Division)- Plymouth,
MN 2006-2007
. Business Divestiture- Key member of the team for acquisition of
Fiskars CE division to Philips.
. Facility Closure- Lead for disposing of assets, transfer of
inventory, and facility repair and shutdown.
. Acquisition Finance Lead- Key part of the due diligence team for
acquisition of a $100M business.
Fiskars Brands Inc.
2001-2006
Consumer Goods Manufacturer, competing in the Office, Craft, and CE
markets. Gross Sales are $800M.
VP Controller, Power Sentry Division- Plymouth,
MN
2005-2006
Division Controller, Power Sentry Division- Plymouth,
MN 2003-
2005
Directed all financial reporting, accounting, IT, and Customer Service and
Distribution/Warehousing for division.
. Business Growth- Business grew Net Sales 30.9% and EBITDA 33.9% over
the three fiscal years on the leadership team during difficult market
conditions.
. Developed New Pricing Structure- Developed and launched new pricing
program for multiple channels and brands in order to rationalize the
pricing process for existing and future customers.
. 4% Product Cost Reduction- Initiated and conducted a vendor sourcing
auction in 09/04
. Halved Business Working Capital Need- Led management focus on
Accounts Payable, Accounts Receivable, and Inventory initiatives in
order to reduce working capital needs
. Netted 2.2% Operating Margin Increase- Trimmed unproductive Sales
programs and increased recovery by 30% for liquidated inventory
. 11% Reduction in SGA Expense- Extensive focus on SGA spending,
reducing unproductive costs
Interim Division Controller, Royal Floor Mats Division- Calhoun,
GA 2002-2003
Directed all financial reporting and accounting for the division, key
member of leadership team.
. Decrease Working Capital needs- extended DPO from 34 to 58 days
. 14% reduction in Direct Labor costs- created daily Direct Labor
reporting
. Overhauled costing system- to provide more accurate costing
information for strategic decisions
. Consolidated & Closed Divisional Headquarters and Plant- task
completed in four months
Manager of Operational Analysis- Madison,
WI
2001-2002
Liaison between Divisional controllers and corporate controller, performed
analytical projects for top executives.
. Communicated & Implemented Inter-company Pricing Policy- to more
accurately compare divisional performance while meeting statutory
requirements
Newell Rubbermaid
1999-2001
Consumer Goods Manufacturer competing in Home and Office Products markets.
Gross Sales are $7B.
Manager of Manufacturing Accounting, Anchor Hocking Division- Lancaster, OH
2000-2001
Senior Operations Analyst, Rubbermaid Home Products Division- Wooster,
OH 1999- 2000
Imperial Chemical Industries, PLC
1995-1999
Chemical manufacturer, producer of bulk commodity products and consumer
products. Gross Sales are $12B.
Various Costing and Plant Controller positions at four different
manufacturing locations and businesses
EDUCATION
MBA -Finance Concentration
University of Memphis
BS -Accountancy & Finance Double Majors
Miami of Ohio University
CPA-Passed all parts of the November 2002 Exam
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