LORETTA RAZNY, CPA

* ********* ******

Ormond Beach, Florida

386-***-**** (Home)

312-***-**** (Cell)

abm6hy@r.postjobfree.com

QUALIFICATIONS

Financial executive with in-depth experience in business planning,

financial reporting and mergers and acquisitions. Demonstrated strategic

thinking abilities. Adept at analyzing business issues, assessing

risks/rewards, structuring solutions and implementing the action plans to

deliver results. Proven leadership skills providing financial and

operational perspective.

Willing to relocate for executive level finance position.

PROFESSIONAL EXPERIENCE

MASCO CORP. /

MASCO CONTRACTOR SERVICES, Daytona Beach, Florida 2006 to

2008

$2 Billion provider of installation services to residential and commercial

construction contractors.

Vice President Controller

Reported to Division CFO. Managed a staff of 150; responsible for

financial accounting and reporting, forecasting and budgeting, accounts

payable, cash applications, payroll, tax, and cash management.

. Successfully implemented the financial modules of Oracle ERP system.

. Reduced staff headcount in excess of 30% through streamlining activities

and productivity improvements.

. Transitioned the Finance organization to a Shared Services Business

model.

alliant energy corporation /

INTEGRATED SERVICES COMPANY, Cedar Rapids, Iowa 1999 to 2005

Alliant Energy, a utility serving Iowa and Wisconsin, created Integrated

Services Company (ISCO) to contribute growth and profitability by selling

energy saving products and services.

Vice President ISCO Finance (Vice President Business Development)

Previously Managing Director Business Development

Reported to ISCO President and active participant of executive management

team. Created a finance organization possessing the financial and business

acumen skills to support strategic and operational endeavors and included

financial reporting, decision support, systems, risk management, treasury

and Sarbanes Oxley compliance. Developed the process for reporting results

and key performance metrics which served as the foundation for business

unit governance and continuous operational improvement.

Using leadership and managerial skills, assumed increased strategic and

operational roles. Developed and led the business acquisition program.

. Worked with the President of ISCO to develop the initial business growth

strategy which was acquisition dependent.

. Established the acquisition process which resulted in the successful

acquisition of four multimillion dollar companies.

. Restructured a troubled $60 million real estate transaction in Latin

America allowing ISCO to gain increased leverage and collateral, and

reduced project risks.

. Developed a structured project financing program which minimized

transaction costs, was in compliance with the corporate debt covenants,

and allowed the business unit to continue funding cost of goods sold.

. Assumed the general management responsibilities for the distributed

generation business. Returned the business to profitability in 2003 by

instituting a process to focus on key business levers. Oversaw the

development and marketplace entrance of the cogeneration business

initiative.

UNILEVER/HELENE CURTIS, Chicago, Illinois 1985 to 1998

Unilever, a $52 billion worldwide consumer products company, acquired

Helene Curtis in 1996. Helene Curtis (HCI), $800 million Corporation,

manufactures and markets personal care products throughout the United

States. Leading brands include Suave, Finesse, Salon Selectives,

Thermasilk, and Degree.

Director of Financial Services (1996 to 1998)

Reported to the Helene Curtis Vice President of Finance. Managed a staff

of 29; responsible for financial accounting and reporting, accounts

payable, treasury, internal audit, risk management, and auto

fleet/relocation/travel activities. Managed cash management and the

treasury aspects of the $125 million profit sharing and 401-K plan.

. Post acquisition formed the Helene Curtis Financial Services Dept. by

consolidating several finance departments which generated annual savings

of $1.8 million. Streamlined close procedures to enable a four day month

end close.

Team member in the consolidation of three Unilever companies into the newly

formed $4 billion Home and Personal Care Company.

. Over a year timeframe, transitioned the HCI financial services into the

new finance organization generating $1.5 million in annual savings.

. Served as financial representative on a task force that developed for the

sales function an organizational design saving $33 million when

implemented.

. Worked with HR to transition the Helene Curtis $125 million profit

sharing and 401-K plans into the Unilever plans.

Finance Director of Brand Planning, Helene Curtis (1994 to 1996)

Reported to the Helene Curtis USA Division Vice President of Finance. As a

member of the marketing function management team, served as the primary

source of financial perspective and analytical support in the development

of strategic plans. Managed a staff of eight; responsible for providing

timely and actionable information in support of sales and brand

initiatives.

. Developed the prototype for a customer profitability system that would

allow the sales person to influence customer behaviors affecting

profitability.

Operations Division Controller, Helene Curtis (1988 to 1994)

Reported to the USA Division Vice President of Finance. As a member of the

Operations Division management team, served as the primary source of

financial perspective and analytical support in the development of

strategic plans. Managed a staff of 24; responsible for providing

accurate, timely, and actionable information in support of manufacturing,

engineering, purchasing, inventory management, and logistics activities.

. Developed a finance organization capable of meeting the demands of a

growing and complex organization. Department was viewed as a business

partner.

. Led the division-wide effort to reduce scrap and improve inventory

accuracy generating over $3 million in annual savings.

. As a taskforce member, participated in the implementation of Activity-

Based Costing within the manufacturing and distribution environments.

Manager, Internal Audit (1985 to 1988)

Reported to both the Corporate CEO and CFO.

AMERICAN HOSPITAL SUPPLY CORPORATION, Evanston, Illinois 1979 to 1985

Supervisor, Internal Audit

ARTHUR ANDERSEN & COMPANY, Chicago, Illinois 1977 to 1979

EDUCATION

M.M. (Masters in Management)

Northwestern University, Kellogg Business School, 1996

Graduated Beta Gamma Sigma

B.A., Accounting

St. Mary's University, Winona, Minnesota, 1977

CPA

State of Illinois, 1982

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