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Manager Management

Naperville, Illinois, 60540, United States
March 12, 2011

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*** *********** ****** • Naperville, IL 60540 • 630-***-**** Cell •


Successful in Building, Growing, and Reengineering Companies

Versatile Senior Executive with a unique combination of “execution focused” global, multi site manufacturing

experience, with public and private businesses. Proven Change Manager. Background includes financial

management, strategy development, organizational capability assessment, audit/SOX, valuation, financial

reporting/planning, pricing, supply chain, and Six Sigma quality process improvements; Green Belt trained.

Results Effective corporate strategist and executive partner. Skilled in leading the development of financial,

Focused strategic, and operational plans, within structured or unstructured environments; creating buy-in and

Strategy: execution that increase shareholder value. Works collaboratively with senior management team and

the Boards of Directors.

Financial Savvy CFO with a thorough understanding of businesses and financial impact of decisions. CPA

Acumen: with a solid record of improving P&L/Balance Sheets. Broad experience in international M&A,

planning, tax, accounting, ERM, SEC/SOX, public accounting and external audit. Knowledge of

public markets.

Technology Strong ability to develop/leverage technology to gain competitive advantages, capture organizational

Leadership: efficiencies, improve operational and financial performance, and increase

Shareholder value through use of Hyperion and JDE.

Operational Focused on operational excellence and growth by benchmarking and reengineering processes,

Excellence: building planning and operational systems, and developing high impact teams.


FEDERAL SIGNAL CORP., Oak Brook, Illinois 2007 – 2011

$800M, 2,700 employees, NYSE listed, global technology/manufacturer in the safety, security and Intelligent

Transportation business.

Group Vice President Finance – FSTech Group (Present), Irvine, CA 2010 - 2011

Managed all financial matters relating to this $140M, 550 employees, 12 site global manufacturing/technology business

within Federal Signal, including Annual Operating Plan, month end close and forecasting. Directly lead a global finance team

of 22 finance professionals. Report to the Federal Signal CFO and the Group President. Responsible for post acquisition

process integration, capital decisions, developing of an integrated finance function, JDE Implementation, facility

consolidation and South America Entry. Acute focus on Revenue Recognition. Change agent and lead and implemented

significant best practices initiatives. Specifically:

Developed Group financial planning and analysis and credit function for the 6 acquisition target companies.

Integrated finance function of two acquisitions into FSTech Finance.

Coordinated with operations management in achieving integration related 2010 cost savings of $4M (4%).

Implemented shared service model for acquired companies for AP, AR, Payroll.

Lead the team to deliver timely, accurate and efficient financial services (including day to day activities, monthly

close and reporting processes), in the areas of Accounts Payable, Bank Reconciliations, Fixed Assets, and

Financial Reporting, in accordance with GAAP, corporate policy, procedures and requirements.

Supported the financial reporting efforts including monthly and quarterly internal and public reporting.

Established and maintain appropriate accounting principles, practices and procedures to ensure SOX compliance.

Ensured compliance with GAAP, IFRS and other applicable regulatory policies and standards.

Supported internal and external audit processes of the team.

Coordinated activities with other Accounting and Finance functions throughout the Group.

Responsible for all aspects of management of group finance including performance management, recruiting and

talent development.


Implemented Working Capital improvement projects, targeting 2% of Revenue.

Effectively reported financial/metrics from 5 varied financial systems within 60 days of acquisition.

Developed and executed $7M Revenue, Brazil entry strategy.

Vice President – Federal Signal Global Internal Audit, Enterprise Risk Management (ERM) (2007 – 2010)

In 2007, $1.3B, 5,500 employees. Recruited to upgrade global Internal Audit function as Chief Audit Executive, with

dual reporting to the Audit Committee of the Board of Directors and CFO. Change agent and lead and implemented

significant best practices initiatives.

Led financial, IT, operational, SOX & compliance audit activities with a staff of 6, serving global units in US,

Europe, South Africa and China.

Implemented robust enterprise wide Risk Assessment Program across 60 global auditable entities.

Re-engineered audit and management processes to achieve best-in-class internal audit efficiency and

effectiveness, implemented process metrics, and improved relationships with key customers of Internal Audit.

Developed a repeatable framework for implementation, change management, and long-term management of

business processes.

Structured comprehensive risk-based global Internal Audit coverage during a period of significant change and

complexity, in which $500M revenue businesses were divested and acquired.

Transitioned function from compliance focus to a strategic business partner with operating management,

including upfront involvement.

Strategically positioned Internal Audit as a “talent pipeline” to recruit and develop high potential young finance

professionals, with 4 auditors moved to Corp Accounting over the past 3 years.

Designed and improved global processes for testing internal controls under Sarbanes-Oxley, resulting in zero

reportable deficiencies and unqualified opinions from external auditors for 3 year tenure.

Strategically moved Internal Audit from 50% to 25% of SOX validation testing.

Conducted investigations of 3 financial fraud allegations and reinforce Code of Code Compliance on all audits.

Actively participated on the CEO’s Executive Committee Meetings and ERM Committee.

Increased delivered projects from 35 to 55, without increase in Audit department budget.

Initiated and executed Operational and IT Audits. Drove $1M in cost savings from recommendations.

Provided “best in class” direction and leadership to the Internal Audit Department and passed the Quality

Assessment Review conducted by the Institute of Internal Auditors.

Assisted with divesture of $4M China entity assets.

Expert at “Outsourcing/Off Shoring the Internal Audit function” and “Audits in China”.

CHICAGO MERCANTILE EXCHANGE, Chicago, Illinois 2005 – 2007

($2B revenue, NYSE listed)

Associate Director of Finance – Internal Audit

Responsible for all aspects of SOX 404 and internal audit for this largest futures exchange in the US– including

strategy, goal setting, program management and execution. Reported to the Managing Director – Internal Audit. Led

an audit team of 9 professionals. Close interaction with the Audit Committee, CFO, CAO and external audit. Initiated

operational audits including Procurement and Fixed Assets.

Successfully concluded Quality Assessment Review by the IIA. Spearheaded and implemented 2 professional

development programs for CME finance professionals to enhance retention of high performance talent.

MOTOROLA INC., US 1995 – 2004

Senior Manager – Finance, Personal Communications Sector, Libertyville, IL. $11B Global Cellular business

Cost Accounting Manager, Cellular Subscriber Sector

Manager – Performance Measures

Finance Manager – FP&A Emerging Markets Cellular Infrastructure Division (EMCID)

Internal Audit Manager – EMCID

Senior Auditor - Cellular Subscriber Sector

Promoted to senior level manager after successfully leading domestic and international finance departments in

multiple manufacturing units and market divisions. Responsibilities included: Financial Reporting/Planning, month


end close, Performance Measures, Emerging Markets (including India, Middle East, Africa, Russia and Israel), and


Successfully completed a 2-year expatriate tour, based in New Delhi and Dubai. $350M Business.

Successfully transitioned FPA function to shared service center in Singapore.

Audited Shared Service center for appropriate financial and operational controls.

Improved cash flow forecast accuracy through extensive modeling and competitor benchmarking – 6 Sigma.

Improved Controls environment in 14 emerging markets. Provided compliance related to SOX 404.

Led SGA cost cutting implementation projects.

Spearheaded appropriate tax compliances for 15 infrastructure contracts in Middle East and Africa.

Developed and implemented e-self assessment as main tool to institutionalize Best Business practices.


CDEC CORPORATION, Private Equity/IPO, Chicago, Illinois. Set up manufacturing in India, US parent.


COOPERS & LYBRAND, Chicago, Illinois

Senior Associate

PriceWaterhouseCoopers (Associates Love Lock and Lewes), India

Audit Services Manager


Article Training


MBA, University of Chicago, Illinois, 2000

MBA (Finance), University of Iowa, Iowa, 1990

MA (Accounting), University of Iowa, Iowa, 1990

B. Sc., University of Jammu, India, 1983

CPA, State of Illinois, 1993

CFE, Certified Fraud Examiner, 2007

CIA, Certified Internal Auditor, 2006

Chartered Accountant, Fellow, Institute of Chartered Accountants of India, India, 1987

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