Customer Service Sales

SHERYL K. McCALMAN

*** - ***** ** ** (C) 425-***-****

Everett, WA 98208 **********@*******.***

SENIOR FINANCE EXECUTIVE

Financial Management ● Strategic Planning ● Controller Functions ● Systems Technology

Seasoned financial manager with 20+ years experience leading the day-to-day financial and administrative operations of several multi-

state/multi-location organizations in diverse industries including construction manufacturing, marine manufacturing, assisted living

facilities, large orthopedic surgeons’ group, hair salon chain, and a publicly held financial institution data processing service company.

Held public CPA license from 1983 to 1999. Believes in a “hands-on” approach and provides motivation, training and support by

example. Excellent facilitator in a team environment to develop ideas that result in increased efficiency, productivity and profitability.

High level of practical accounting knowledge as well as good business sense, which enables me to think logically through issues and

present effective solutions. Provides accurate and timely financial reporting along with trend analysis, excellent forecasting, and

budgeting skills. Operational focus with proven ability to partner with executive team to achieve company goals.

PROFESSIONAL EXPERIENCE

HCI STEEL BUILDING SYSTEMS (div of BlueScope Buildings NA), Arlington, WA 2008 - 2010

Regional (40M+) manufacturing plant for metal buildings and office for engineering, sales and

builder support. BlueScope Steel is known internationally for their steel production and

manufacture and construction of metal buildings

FINANCE MANAGER

Recruited six months after the company was purchased by BlueScope Steel to cleanup accounting processes and transition old

HCI financial systems to BlueScope standards and to bring financial leadership to the HCI executive team. Worked closely with

the regional sales and operational teams to provide corporate office financial data, insights and forecasts for the manufacturing

plant as well as for the HCI Brand. Provided timely and accurate information and analysis while working with the regional team to

guide, educate and communicate the financial results and goals as it relates to the business objectives of HCI and BBNA.

• Developed processes to re-forecast job margins for more accurate quarterly forecasts. This required working with the

engineering department on better estimating engineering design and detailing time as well as looking at pre-production

weight analysis of the building and buyout item costs.

• Prepared Quarterly Outlooks from current to EOY, Monthly Forecasts from current to EOY, and monthly re-forecasts as

needed so that business decisions could be proactive rather than reactive. Designed departmental templates which

streamlined input and facilitated accountability.

• Managed conversion team to migrate MAS90 to the Oracle manufacturing system on-line and on time. Transitioned from

actual job costing to standard costing by analyzing material, labor and overhead rates.

• Implemented a robust credit policy which required educating our builders, sales team and project managers on risk

management and how this tool would make not only our business more successful, but our builders’ businesses as well.

• Utilized a Work Performance System (WPS) for employee development, feedback, and succession planning. The WPS

set individual objectives, tracked actions and measured results against metrics and KPIs to ensure regional business

success.

PACIFIC COAST MARINE INDUSTRIES, INC., Everett, WA 2004 - 2008

Global provider of OEM world-class enclosures (doors, windows and hatches) for high-end yachts

and large commercial marine vessels in a job shop environment, utilizing Kaizen, 5S and other

lean manufacturing concepts.

CONTROLLER

Hired a year after company was purchased by new owners to bring financial leadership to the management team. Partnered with

sales, operations, and engineering executives, providing financial guidance on business decisions. Continually addressed

process improvements that provided “value-add” information to team members, enabling more informed decisions.

• Provided analysis and financial leadership that helped drive sales from $7m to $17, and profitability from a loss of

$<1.5M> in 2004 to a $1.0M profit in 2008.

• Developed a job costing model and a database of job profitability which revealed under pricing for most product lines. It

also challenged the sales team to realign their views as to the market value of their products.

• Developed reporting that captured actual direct prime costs associated with the job sales price so that profitability for

future jobs and/or customers could be refined as necessary.

• Designed a one-page weekly “key factor” management report, an operational trend statement and pictorial graphs for

non-financial users.

• Created daily operational reporting system for shop members to better understand their contribution to company

production goals – daily, weekly and monthly. Also developed an incentive program for all company personnel when goals

were met.

• Spearheaded project to change timing of the BOM release which allowed more accurate perpetual inventory records.

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• Evaluated MAS90 setup and processes – proposed various actions which standardized inventory part numbers,

improved billing process for job deposits, and established WO processes for more accurate job cost capturing.

Sheryl K. McCalman Page 2

(C) 425-***-**** **********@*******.***

AEGIS SENIOR COMMUNITIES, LLC, Redmond, WA 2002 – 2003

Corporate office of a rapidly expanding $50 million, 20 location, senior assisted living company,

specializing in caring for Alzheimer’s patients.

VP of ACCOUNTING / CONTROLLER

Hired to create an accounting department so that the accounting and IT functions could be relocated to new corporate

headquarters. Established all of the day-to-day accounting processes and developed an optimally lean customer service focused

staff which accomplished accurate and timely financial reporting.

• Completed entire move of accounting and IT functions from California to Washington in the allotted 3-month window,

maintaining seamless support to all communities. Restructured the data network, hired and trained staff and implemented all

accounting functions using Timberline and a payroll system for 900+ employees using ADP.

• Reduced number of accounting positions by more than 50% (from California headcount) by redesigning functions and how

they interacted with the Communities.

• Designed a cash flow projection tool for multiple accounts to manage million dollar cash flow swings throughout the month

and bi-weekly payrolls which didn’t match the timing of monthly revenue flows.

• Improved reputation of the accounting department among the Communities by training staff to embrace the concept of

internal customer service – and that the Communities were the customers.

PROLIANCE SURGEONS, INC. (formerly OCW, Inc.), Seattle, WA 1999 - 2002

Regional orthopedic and general surgery group with $85 million in revenues, 38 locations, 115

physicians, multiple cost centers.

CONTROLLER / CFO

Provided all accounting and financial functions in the Central Office. Built rapport and trust in the central office’s ability to perform

accounting functions, budgeting, financial reporting, complex financial analysis and costing by exceeding their expectations with

quality work and excellent customer service.

• Centralized financial reporting to ensure completeness and timeliness of reports to the Board and Care Centers.

• Developed reports and comparative analysis for benchmarking Care Centers, ASC, MRI, and PT endeavors.

• Managed a $2 million Line of Credit – negotiated an interest rate down to prime and loan fees down to %. Maintained

banking relationships and other financing alternatives.

• Reduced A/R balances over 90 days from 39.4% to 19.8% in 13 months thru electronic billing/collections and the

development of management reports.

• Upgraded DOS version MAS90 to Client Server version MAS200. Trained field managers and established procedures and

reporting which provided better care center support.

THIRD DIMENSION SALON, INC., Everett, WA 1995 -

1999

Privately held chain of mid-level hair salons located in 4 states with 38 stores.

DIRECTOR OF FINANCE

Provided hands-on accounting, finance and human resource functions as well as operational direction until stores were sold.

• Managed financial turnaround of a loss/near bankruptcy situation to 2% profitability in12 months through strategic planning,

fiscal analysis, profitability studies and cost containment and increasing work stations from 6 to 8.

• Implemented new computerized point-of-sale system which provided accurate daily reports on services and product sales;

eliminated 100 hours of weekly paperwork; eliminated two administrative staff positions; and controlled inventory costs.

FIserv SEATTLE, INC. (originally On-Line, Inc.), Bellevue, WA. 1983 -

1994

Western Region subsidiary of a publicly traded company (NASDAQ: FISV). Provided data processing

services for banks, savings and loans, and credit unions. Also provided back office Item

Processing services.

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Vice President/Controller

Responsible for day-to-day financial operations of 3 locations – Seattle, Denver, and Los Angeles. Provided individual financial

statements (in corporate format), budgets, forecasts, variance analysis, cash management, A/P, A/R, G/L, payroll, fixed assets,

taxes and cost accounting.

• Reorganized accounts payable and receivables systems/procedures to maximize cash flow and interest by reducing debt

$2.1 million in 12 months, while maintaining a good credit rating.

CERTIFICATION - Certified Public Accountant (CPA) – inactive, currently doing continuing education to reinstate

EDUCATION - BS, Business Administration (Accounting & Finance), Oregon State University, Corvallis, OR

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