Human Resources Sales
Resume:
RAYMOND C. GARNSEY
***D Heritage Village
Southbury, CT 0688
Professional Summary
Proactive, cost conscious, team oriented professional with a diverse
background in financial and operations management. Proven expertise in
managing company finances to meet planned profits, liquidity and growth.
Proficient with various accounting software packages including (Sound
Ideas,Macola, Foundation, Deneb, J.D. Edwards, FLS, UltraTax, and TACT) as
well as Crystal Reports, FRx Reports, Excel, Powerpoint and Word in a LAN
environment.
C & H Electric, Inc. 2007 - 2011
Controller
Manage the operations of the accounting department and human resources
function. Review job costs and prepare monthly WIP reports, financial
statements and year-end planning and reporting. Determine average hourly
rate and overhead for estimating. Prepare all payroll tax returns as well
as multi-state sales tax returns. Prepare 16 week cash flow projection.
Administer the benefits and business insurance programs. Prepare annual
budget. Prepare prevailing wage benefit accruals.
Consultant 2003 - 2007
Assisted clients in the preparation of financial statements, sales and use
tax returns, business personal property tax returns, IFTA tax returns,
business tax returns, as well as payroll tax returns including W-2's and
1099's. Advise clients of accounting, business and tax issues which may
affect their business. Reduced client's New York State Sales Tax audit
assessment from $ 135,000 to $ 25,000.
Arthur A. Horton, Inc. - Canton, CT 2001 - 2003
Controller
Managed all financial and administrative functions including financial
reporting, job costing, contract review, cash management, payroll, risk
management, accounts payable, accounts receivable, taxes, fixed asset
management, human resources, and network administration (NT/Windows98).
Implemented field work order tracking systems to ensure extra work and
contract changes were monitored.
New England Miniature Ball Corporation - Norfolk, CT. July
2000 - 2001
New England Miniature Ball, LLC (Company sold July 2000) 1998 - July
2000
($ 7 million specialty metals manufacturer)
Controller
Managed all financial and administrative functions including financial
reporting, cash management, maintained standard costs, export documentation
and letter of credit compliance for international accounts, payroll, risk
management, accounts payable, accounts receivable, taxes, fixed asset
management, human resources, NT/Windows95 local area network and maintained
banking relationships and reporting requirements for borrowing base
calculations and loan covenants. Authored exempt and non-exempt employee
manuals.
Boehringer - Ingelheim Service Center - Ridgefield, CT.
(Pharmaceutical Manufacturer)
Coach - Accounts Payable 1998
Payroll Tax Administrator 1995 - 1998
Initially responsible for administration and preparation of federal, state
and local payroll tax returns for all subsidiaries (six companies employing
over 4,000 employees).
Team Leader and Coach of the accounts payable team. Planned, implemented
and procured a scanning / workflow system to
create a paperless environment, implemented best practices, developed 360
degree staff reviews, established KRA's (key result areas) and team
performance benchmarks.
Raymond C. Garnsey
Page 2
Brand Marine / Utility Services, Inc. - Essex, CT.
1991-1995
($ 46.5 million international marine contractor and supplier of nuclear
power plant contract labor)
Group Controller
Directed staff of 8 with complete accounting and purchasing responsibility
for 9 profit centers. Prepared financial statements, capital and operating
budgets. Reviewed and evaluated bids for risk and profitability.
Performed lease / buy analysis for major asset purchases. Ensured
prevailing wage compliance on government contracts. Evaluated potential
acquisitions of companies in the same business sector.
Tightened purchasing procedures thereby eliminating unapproved
expenditures. Developed and implemented estimating and job costing rates to
ensure recapture of overhead. Instituted contract-forecasting method
allowing Division Managers to take corrective action on less profitable
jobs prior to completion.
Peabody Process Systems, Inc. - Norwalk, CT. 1979-
1991
($ 500 million Fortune 500 design / build engineering and construction
company)
Senior Project Accountant / Manager of Cost Control
Accounting responsibility for projects ranging from $ 50 to $ 140 million.
Uncovered major cost tracking problems resulting in promotion to Manager of
Cost Control. Prepared 5-year rolling forecasts of government indices and
union rates for escalation projections. Performed job cost analysis and
control by auditing subcontractors and jobsites. Prepared payment
requisitions. Approved vendor and subcontractor invoices for payment.
Evaluated estimates-to-complete for reasonableness and accuracy. Tracked
change orders, fieldwork orders and back charges. Liaison with outside
auditors and econometric forecasting service. Supervised staff of 7.
Uncovered $ 400,000 in vendor overpayments, which were fully recovered.
Generated $ 250,000 in cost savings by auditing subcontractors. Saved $
100,000 by negotiating escalation terms with vendors. Partnered with
Assistant Controller to correct major cost tracking problems and
established procedures to ensure accurate and timely estimates-to-complete.
UOP, Inc., Air Correction Division - Darien, CT
1975 - 1979
($ 250 million Fortune 500 design / build engineering and construction
firm)
Project Accountant
Accounting responsibility for a $ 29 million turnkey project. Evaluated
estimates-to-complete by performing on-site audits and interfacing with
engineering and project management. Ensured subcontractors were compliant
with insurance and bonding requirements. Oversaw year-end inventory process
at Wisconsin manufacturing plant.
Produced $ 300,000 in cost savings through subcontractor field audits.
Dorr - Oliver, Inc. - Stamford, CT. 1969 -
1975
($ 150 million process equipment manufacturer for the municipal /
industrial wastewater, pulp and paper, chemical, pharmaceutical,
metallurgical and oil industries)
Financial Planning and Operations Analyst
Reported to the Vice-President of Operations. Developed and implemented
product-line reporting. Upgraded financial reporting to Senior Management
focusing on financial statement analysis, sales forecasts, profit margins
and variance analysis. Interfaced with eleven domestic and international
general managers to prepare and consolidate annual and long-range (5 year)
profit plans.
EDUCATION
University of Bridgeport - B.S. Accounting
Contact this candidate