Customer Service Sales

Todd Louis Shulman MBA

EDUCATION

**** ***** *. ******** ******** School of Business at

Bentley College, Waltham, MA

Master of Business Administration - Finance

**** ******* *******, *******, MA

Bachelor of Science in Finance GPA: 3.3

Activities: Varsity Football 1994-1999 (Captain)

TECHNICAL SUMMARY Windows 00, SAP, Oracle, Microsoft Word,

Microsoft Excel, Microsoft Access, Microsoft PowerPoint

EXPERIENCE

April 2006- Present Coventry Healthcare (formally Concentra),

Burlington MA

The company is a $13.0B professional services

company providing clients (group medical insurance

organizations & medical providers) with outsourced services: workers

compensation claim review, occupational healthcare

services, medical billing review (& rebilling) and specialized cost

management services. Parent company based in

Bethesda, MD.

Director of Revenue Operations

Reporting to the VP of Finance and directing a staff

of 90 across three locations, (including (6)

managers: credit, collections, billing, cash

applications, financial reporting, client

implementation and process improvement)

Managed entire $580M sales portfolio for the Worker's

Compensation Division including all credit,

collection, data management, billings, process

improvement, training, and cash application functions

for entire $70M+ ($1.5M transactions per month)

receivables portfolio across 14 business units and 6

billing feeder systems

. Managed, hire and coached staff of 90 reports

throughout six departments. Consolidated

collections dept's across two locations to correct

leadership structure and 40% FTE reduction.

. Eliminated annual turn over rate of 60%+ within

nine months while raising the bar of talent and

mirroring skills set to positions via new hires,

training, and culture changes.

. Enhanced managerial and time management skills for

all middle management and supervisor levels via

running leadership seminars and continuous one-on-

one coaching.

. Increased accountability by developing metrics

then SMART goals down to the team and individual

levels, communicating results in monthly

presentations creating a goal oriented, continuous

improvement, team environment.

. Reduced AR amounts over 120 days by $19.1M or 89%

resulting in a $9.9M reduction in the bad debt

reserve requirement.

. Reduced company's $19.4M unapplied cash down to

under $500K and classified majority of remaining

as duplicate or overpayment due to operational

deficiencies and technological restraints by the

customers and industry.

. Worked with field operations to eliminate "no

call" accounts promoting unified goals with

communication and teamwork which previously did

not exist.

Process Improvements:

. Enhanced process improvement initiatives working

on the Order to Cash cycle. Complete process

documentation and Service Delivery Standards with

lead times for each stage of the process.

. Developed monthly Dashboards/KPI's, reconciliation

package and monthly SOX close books for all

lockbox, cash application, EDI, billing and

adjustments transactions.

. Participated on IRMS (AR platform) Steering

Committee. Assisted in the Oracle conversion

strategy, made significant approvals of

information being converted to IRMS and passed

from feeder systems plus drove the accountability

for feeder system transactions and error

resolution processes.

. Developing training platform including a new

employee on boarding process, dept intranet site,

Microsoft application online training modules and

organization of the dept shared network drive.

. Enforced standard status codes for all receivables

including past due invoices, exception and

rejection report for EDI submissions.

. Developed Cash/AR Forecasting Model by business

unit based off historical trends and future days

to pay, enhancing the month end working capital

forecast for Treasury dept.

. Initiated new customer implementation team for all

new customers which introduces Finance and

Operations involvement prior to finalization of

new customer contracts to ensure realistic

commitments from Sales to the customer.

Todd Louis Shulman

Page 2

experience - Continued

Nov 2004 - April 2006 Kaman, Windsor, CT

The Windsor location is a $650M distributor of

industrial materials; a division of a $ 1B parent.

Manager of Credit and Collections (Head of Dept)

Reporting to the Divisional CFO - Directing entire

$700M sales portfolio include all credit, collection,

and cash application functions for entire 190-branch

group including Canadian and Mexican sales.

. Managed and coached staff of 25 reports throughout

three different departments including supervisor

levels within each department.

. Reduced Total DSO from 43.7 down to 39.4 in 2005

with sales growth of 22%. Reduced the dollar

amount over 60 days from $5.9M (8.4%) to $3.9M

(4.1%) in 2005.

. Established matrixes and goals for individual and

team performances to defined and utilize measures

to evaluate success. Reviewed monthly results,

trends, action plans and issues via monthly

PowerPoint meetings with team.

. Restructured entire department, removing non-value

added processes and positions, enhancing

organizational alignment, while raising the bar of

talent via new hires, training, and culture

changes.

. Improve efficiency of preparing reports,

identifying & eliminating non-value-added reports

while enhancing existing reports.

Process Improvements:

. Established Bad Debt and Returns & Allowances

reserves in accordance to Sarbanes' Oxley.

. Development reason codes for credits issued,

tracking and reporting controllable and non-

controllable credits thus reducing the funnel of

credits issued while addresses outstanding credit

balances.

. Established payment terms process including

criteria for change from standard terms and

non-complaint customers.

. Developed Cash/AR Forecasting Model for business

unit enhancing the month end working

capital forecast.

. Implemented new aged trial balance reporting

system, increasing efficiency and accuracy of

credit and collection team.

Mar 2003 - Nov 2004 Stanley, Farmington, CT

(division relocated) The Farmington location is a $190M manufacturing,

distribution, installation and service division of

automatic doors; a division of a $3B parent.

Manager of Central Operations (promotion) Access

Technologies Division (3/04 - 11/04)

Reporting to the Divisional President - Promoted into

Central Operations role to revamp (3) new groups

(while still maintaining the three previous

functions): order entry, customer service and call

center operations for 18 branch locations including

Canada.

. Hired, managed and coached staff of 40 reports

throughout six different departments including

established supervisor levels within each

department.

. Provided strategic guidance and direction to

direct reports via weekly meetings and monthly

Power Point presentations.

. Coordinated internal quarterly audits and Sarbanes

Oxley compliance reviews within group for all

transactional/revenue processes.

. Assisted on Integration teams with the

implementation of systems and procedures as well

as their AR reconciliation for the purchase

accounting.

. Conducted Inventory Audits and counts for field

locations on a quarterly basis.

Process Improvements:

. Held weekly cross-functional meetings to process

map, recognize problem areas, and develop new

processes to improve both timeliness and accuracy

of inputs and outputs.

. Develop and implement internal controls such as

revenue recognition and incoming business policies

in accordance to GAAP and Sarbanes Oxley.

. Reduced billing cycle time by 2.5 days (25%) by

examine and establishing key matrixes on each step

of the process. Continue to work with field on

level requisitions for billing though out the

month.

. Designed, developed and implemented tools for

improved execution by the field operations group

to include: field operations performance reports,

instruction & pricing manuals, field tech tip

communications process, and training & education.

Todd Louis Shulman

Page 3

experience - Continued

. Designed, developed and implemented plans,

processes, systems and methodologies for improving

field operations performance including the areas

of customer service, growth, quality and

operational productivity.

. Documentation and development of standard

processes and methodologies for execution of

customer-specific service programs, including:

Customer Protocols, Pricing and Delivery

requirements

Finance Manager Access Technologies division

(3/03 - 3/04)

Managing a staff of 24, responsible for the complete

credit / collection, cash applications & billings

functions for the division, including:

. Reduced Total DSO from 95 down to 69 in 2003 ($13M

working capital gain) with sales growth of 42%.

Reduced the dollar amount over 1 yr from $1.8M to

$150K in one year.

. Reduced Unapplied Cash from $2.7M to $800K,

resolving unapplied cash problem to a level that

can be identifiable with the levels of pre-

payments. Reduced amounts over 1yr from $-741K

to $0.

. Established and implemented collection

measurements by each collector all reviewed during

monthly team and individual meetings.

Establishing a strong "measurement" culture with

the collectors, focusing them on continuous

improvement and building team support.

. Established strong relationships with key

customers. i.e. Wal-mart & Home Depot. Helped

establish key payment trends with weekly meetings,

reviewing action items, and resolving payment

problems and help with overall customer

satisfaction.

. Established reports, matrixes and goals for

individual, branch, and team performances to

defined and utilize measures to evaluate success.

Driving communication, accountability, and working

capital results between the field operational

locations and centralized departments.

Process Improvements:

. Restructured the AR reserve mythologies and

established more accurate potential bad debt lists

. Establish a process to for handling Unapplied Cash

timely and accurately. Also, established more

accurate reserve amounts for the unapplied cash

levels.

. Developed and implemented the credit card policy

and procedure for both daily transactions and

monthly reconciliations.

AWARDS: Received the Top Overall Individual

Performance for 2003 Award, the Top Financial Impact

Award for the project on Billing Cycles Times, a

Management Award for 2003, a Win Award for the

Unapplied Cash project, and the Team of the Year for

2003 for the Collections Team.

June 1999 - Mar 2003 Graybar Electric Co., Boston, MA

Boston location was a $300M, 11 branch distributor

of industrial components; a region of a $4B

parent company.

Financial Manager

Managed the complete credit & collection activities

of over 1000 customers and over $40M in annual revenues

for 3 branch locations.

. Responsible for approving and negotiating terms

and conditions on all credit and purchase orders.

. Hire, supervise, train, and direct financial

department staff through formal performance

appraisals and reviews. Involved in numerous

managerial training classes.

. Review major accounts based on financial statement

analysis, customer history, reputation, and market

considerations, adjusting credit lines.

. Interface with sales, marketing, and operations to

achieve unit goals, and served as member of branch

management committee with other department heads.

. Handle special corporate assignments as assigned,

including the Department of Defense account, IBM

accounts, and other national accounts.

. Conduct field investigations and visits to

customer sites.

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