Sales Manager

MICHAEL R. VALERO, JR.

*** *** *** ****** *******, Ohio 43230 614-***-**** ****.******@*****.***

FINANCIAL ANALYST OPERATIONS/BUSINESS ANALYST SENIOR ACCOUNTANT

Combining Experience in Financial Leadership as well as Operations and Sales/Market Analyst Roles

AREAS OF STRENGTH & EXPERTISE

• P&L Responsibility • • Expense Control

Market Analysis/Research

• Staff Development • • Auditing

Strategic Business Planning

•

Productivity Improvement Financial Statements

Policy/Procedure

Software Launches MS Excel Power User

Development

Systems Implementation Cost Review

• Staff Training & Development

Performance Evaluations Bank Reconciliations

Budgeting & Expense Reports

Data Management Financial Management

Summary Reports/Scorecards

• Accounts Payable/Receivable

CAREER ACHIEVEMENTS

• Successfully developed, presented and maintained AGM (area general manager) scorecard ranking

performance and improvement of AGMs over defined time span. Sales Analysis Manager … Schwan’s

Home Service

Brought in to new position and received promotion within 2 years; significantly increased level of responsibilities

with management hiring replacement to maintain new systems implemented. Operations Analyst … Schwan’s

Home Service

Amidst extremely challenging sales and revenue periods, strategically managed cash flow and ensured

organization hit 100% of benefits and payroll payments; also ensured inventory flow (and avoided rating as COD

customer) through relationships and trust developed with several large vendors. Controller … USA Clean

Improved management decision-making through development of daily recap report providing snapshot view of

previous day sales activities; report trusted for virtual real-time information and became nationally recognized.

Sales Analysis Manager … Schwan’s Home Service

Collaborated with CEO on confidential initiatives providing ad-hoc analysis for special contest and incentive ideas

(including giveaway of 8 Corvettes to high achieving sales staff and management). Sales Analysis Manager …

Schwan’s Home Service

• Provided comprehensive analysis and insight relative to market for pricing and strategy to marketing

managers preparing to launch new products. Senior Marketing Analyst … Abbott Laboratories

PROFESSIONAL EXPERIENCE

ABBOTT LABORATORIES … Columbus, Ohio January 2009 to October 2009

Discovers, develops, manufactures and sells pharmaceutical and nutritional products such as drug delivery

systems, antibiotics and prepared infant formulas; multinational organization with presence in over 100 countries.

Senior Marketing Analyst

Supported commercial operations through financial analysis understanding and communicating financial impact

of price modifications throughout marketplace; ensured pricing models, price exhibits, analysis for deals and price

approvals satisfy procedures, guidelines, and pricing strategy; developed, updated and maintained matrix pricing

delivering planned division margin (by business unit).

• Facilitated $14 million increase in sales for following 12 months through preparation and distribution of

pricing for long-term care facilities; pricing effective July 2009.

Delivered comprehensive analysis of pricing versus competition for each brand (by market segment, size and

commitment); amidst disorganized data and clinical nature of products, reorganized data, determined conversions,

equalities and format of completed analysis and presented findings to marketing managers (resulting in regular

contact and requests for additional data).

• Guided team through development of process launching new products; collaborated with brand teams

and ensured satisfaction of key dates (enabling successful introduction).

• Corrected application used to track competitive data; located, documented and corrected several

MICHAEL R. VALERO, JR. Résumé Page 2

inconsistencies directly affecting output generated by program and ensured integrity of information

presented in future analyses. Self taught inner workings and corresponding of application and updates.

• Demonstrated full comprehension of institutional pricing strategy (presented to contracting teams); also

maintained knowledge of product development and launch as well as discontinuation and reformulation

through relationships developed with brand managers.

SCHWAN’S HOME SERVICE … Marshall, Minnesota May 2005 to December 2008

Specializes in full-service delivery of pre-made food and beverage items.

Sales Analysis Manager

Spearheaded preparation and delivery of sales reports to field and corporate management; developed and

maintained analytical reports providing upper management with simplified views of business activity, created ad-

hoc reports (for executive, management and staff consumption) satisfying needs of home service department and

overall company; contributed to period-end closing process.

• Enabled corporate and field management timelier access to more relevant information by streamlining

reporting process for home service division.

Improved system functionality and delivery of information through development of solution enabling managers to

run reports at will; replaced system requiring input by financial analyst.

Instrumental member of team reducing shrink and damage expenses $3 million; participated in implementation of

tighter controls and improved training.

Reduced weekly preparation of reporting package 50% (without compromise in information provided) and provided

ability to contribute to additional innovations and special projects.

• Assisted with department introduction of paperless fleet billing for 6,000 company vehicles.

• Spearheaded notable projects including:

Developed report displaying sales by location (470), district (38) and region (6); presented

o

16 data points overcoming challenge presented by information residing in multiple

databases; report currently issued in same format with management still recognizing as

extremely useful tool.

Tasked by CEO to develop solution measuring and comparing 16 area general managers

o

for late-year scorecard contest; overcame issues comparing area varying in size and

demographics; facilitated 8% year of year sales growth in 15 of 16 areas.

Converted over 100 SQL queries to new web based SQL ReportNet; facilitated

o

management of conversion after reviewing and identifying reports to be consolidated and

eliminated (reducing number of queries needed by 30% to 71); completed project on time

and eventually recognized as expert on package; subsequently administered and delivered

divisional and corporate training.

Operations Analyst (May 2003 to May 2005)

Created detailed analysis consisting of stoplight reports and graphs detailing expenses versus plan related to

depot labor, shrink, damage, sales, maintenance expense, and full/part-time employees (followed up with advice

providing management methods to reduce related costs); developed and refined capital requests for projects

exceeding $500,000 (reviewed/populated requests for presentation to senior management for approval);

established depot scorecard measuring depot strengths and weaknesses and identifying opportunities for

improvement (used by management to focus on depots requiring assistance); collaborated with fleet

management on optimization of fleet use and distribution.

• Spearheaded initiative redeveloping and launching program tracking performance of facility managers;

program utilized to determine bonus level and ranking within organization.

• Ensured fast and easy completion of request forms through redesign of process for procuring large

amounts of capital for individual locations; elevated on-time completion (without errors) of requests

from approximately 70% to 100%. Carried out during largest period of development in company history.

• Facilitated development of plan distributing 900 company vehicles budgeted for acquisition and

replacement each year; developed analysis determining location and age of vehicles as well as

providing view of vehicle status in replacement cycle (ultimately reducing time between replacement

and re-sale to 121 days average from 174 days average).

• Provided ability to determine profit and loss performance of out-offices and enabled management to

MICHAEL R. VALERO, JR. Résumé Page 3

execute decisions on closure of underperforming offices; constructed analysis solution via collaboration

with regional and district managers, review and trace of SAP detail expenses, and discussions with

payroll department.

USA CLEAN … McKees Rocks, Pennsylvania February 2000 to April 2003

Reseller of laundry and dry cleaning supplies and equipment; generated $50-$75 million annually via 4 US

locations with operations supported 90-100 employees.

Controller

Administered all facets of accounting functions with scope of responsibilities comprising general ledger

management, consolidated financial statement preparation, corporate banking (5-8 bank accounts), tax reporting,

accounts receivable/payable (including collections), cash flow forecasts and management (for all locations),

payroll, vendor pricing/term/credit negotiations, deposits to 401(k) accounts, and bank reporting (including

covenant and external audit compliance).

Trained, oversaw and ensured performance of 4 staff including accounts payable manager, 2 accounts payable

clerks, and accounts receivable manager.

• Increased customer payments and reduced average days sales outstanding by 2.2 days through

implementation of procedure placing all office employees in collections office performing calls weekly;

also pursued larger customers and seized activity with accounts holding large balances.

Saved on 3rd party freight costs and eliminated payment issues through constant communications with

vendors on large deliveries and ensuring unloading of deliveries; served as contact for banking activity for

regular customers as well as LOCs.

Reduced utility costs 43% and fuel costs 19% as well as negotiated interest rate reductions (relative to

several leases) through orchestration of large-scale cost cutting initiative; led discussions with professionals

resulting in 100% participation from seller subordinated debt holders allowing deferral of monthly payments

as well as agreeing to total forgiveness of interest.

• Assisted department heads maximize profits while simultaneously reducing costs through creation of

several informative schedules.

• Collaborated with CEO and CFO in brainstorming sessions addressing launch of Internet web site and

catalog, operational reviews, and financial statement variation explanation.

• Led initiative reducing number of bank accounts from 8 to 5.

• Enabled 12-month freeze in interest accrual as well as on payments by renegotiating terms of seller

debt (notes payable); ultimately increased cash flow for operations.

ARTHUR ANDERSEN … Pittsburgh, Pennsylvania

Senior Consultant (1998 – 2000)

THE JACKSON CO. … Myrtle Beach, South Carolina

Staff Accountant (1993 – 1998)

EDUCATION

WEST LIBERTY STATE COLLEGE … West Liberty, West Virginia

Bachelor of Science in Accounting, 1992

TECHNICAL PROFICIENCIES

MS Excel (Macros, Expert Level User) • Cognos • MS Office • SAP • ReportNet • SQL • SAP BW

711 Tim Tam Avenue Gahanna, Ohio 43230 614-***-**** ****.******@*****.***

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