Sales Manager

MICHEL (MIKE) TANGUAY CPA

- **** E. Redfield Road Unit 1006 SCOTTSDALE, AZ 85260

( cell 480-***-**** home/office 480-***-****

: abmiej@r.postjobfree.com http://www.linkedin.com/in/micheltanguaycpa

DYNAMIC FINANCE AND ACCOUNTING LEADER

Financial business partner with strong accounting acumen and higher ethical

standards and values. Recognized expertise in financial planning &

analysis, process and performance improvement, accounting and financial

reporting. Diversified industry knowledge including manufacturing, energy

and distribution. Led multiple system implementations with pragmatic

business approach.

> Identified and halted a 3-year decline in gross margin while maintaining

a double digit revenue growth;

> Conceived new production schedule improving ROI, leading to first profit

in division's history;

> Led post-merger integration of Sales accounting functions restoring cash

flow & customer confidence.

Finance, accounting, GAAP, tax, treasury, process improvement, ERP,

internal control, project cost, integrity, financial planning, cost

accounting, forecasting, acquisition, team leader, performance measurement,

revenue cycle, communication, management, manufacturing efficiency, fluent

in French.

CAREER OVERVIEW

SHARE-A-CFO

2009-present

Consulting firm. Financial and controllership expertise to small and mid-

size companies.

Principal [Scottsdale, AZ]

Consulting business helping companies with professional financial expertise

to face rapid growth, major projects, downsizing, acquisition or

integration challenges.

DIAGNOSTICA STAGO, Inc

2004-2009

$130 M + sales. 240 employees. US subsidiary of privately held Stago Group

[France].

Medical devices, in-vitro diagnostics. Distribution, service and leasing

company.

Director of Finance [Parsippany, NJ]

Operating leadership of Finance and Contracts Administration for US and

Canadian divisions. Identified major challenge from healthcare GPOs and

devised strategy to cope with significant decline in profitability.

Analyzed and redesigned all financial processes and controls transforming

the $78M company into a $130M+ professionally managed organization, well

positioned to become the market leader.

> Key initiatives

. Championed implementation of new sales process and acceptance guidelines

for all business proposals and introduced sales tools including Gross

Profit Calculator and Electronic Contract Workflow System;

. Identified revenue recognition issues related to lease contracts,

implemented new accounting method and integrated solution into new

worldwide ERP system;

. Negotiated a first credit line and successfully defended International

transfer pricing policy with IRS;

. Organized new Canadian subsidiary including legal and tax structure, and

treasury arrangements;

. Revised internal controls for credit & collection, capital expenditures

and sales contract management.

> Major impact

. Sustained greater than 10% growth, double the industry standard, in

controlled sales environment while improving margin by 10% and

profitability by 50%.;

. New Canadian subsidiary ready to carry business on time for contractual

takeover from distributor;

. Voted best supplier by a leading GPO in the US.

BOMBARDIER Inc. (Recreational Products division)

2001-

2004

$2 B sales. 5,000 employees. Leading manufacturer of recreational vehicles

and engines.

Director of Finance: Boats [Benton, IL, $80M sales], Outboard Engines

[Sturtevant, WI, $500M sales].

Key member of Management Team and Product Orientation Committee. Convinced

management that division could contribute more than just brand equity.

Through complete overhaul of manufacturing cycle and more enticing sales

programs, achieved profitability for first time in division's history.

Added responsibilities: supporting the Sales, Marketing and R&D functions

at newly acquired Engines division.

> Key initiatives

. Initiated implementation of "manufacturing to order" resulting in

greater products availability for customers, 60% inventory reduction

and 40% capital investment savings for each model year;

. Introduced Daily Report leading to timely manufacturing and sales

decisions;

. Developed detailed margin analysis by engine model working closely with

Engineering and Purchasing;

. Implemented innovative sales programs leading to 30% increase in order

book.

> Major impact

. Rationalized product line-up for Engines division leading to successful

launch of new products, revitalization of existing brand and overcoming

bankruptcy of previous owners;

. First profitable fiscal year in 9-year history of Boat division.

ABITIBI CONSOLIDATED

1994-2001

$ 5 B sales. 18,000 employees. World's largest newsprint paper manufacturer

Over 7-year period, assumed increasing responsibility from Business Unit

Controller to Head of Accounting Corporate Shared Services. Saved Business

Unit from permanent closure, working closely with GM, gaining control over

manufacturing costs and obtaining support from 4 different unions. Assigned

to critical merger of Abitibi Price (Canada) and Stone Consolidated

(Chicago, IL): team rewarded with CEO Award. Personally voted best

presenter to Executive Committee for identifying and reporting $200M of

merger related synergies. Promoted head of Accounting shared services,

moved to USA and completed merger of back office functions supporting

entire North American sales and customer service force.

Senior Manager Accounting: US Head Office [White Plains, NY]

1998-2001

Shared services. Revenue Accounting for 22 paper mills in North America.

Team of 18 employees.

> Key initiatives

. Reengineered revenue accounting, combined 4 accounting systems, and

implemented JD Edwards;

. Led task force of 35 employees cleaning up A/R and implemented new

controls and process;

. Determined key business drivers and led team implementing sales

performance measurement tool building credibility of sales figures for

management.

> Major impact

. Completed the integration of the two companies allowing management to

focus on capacity and procurement issues while restoring customer

confidence and cash flow cycle;

. Reduced finished goods inventory by $6M and past due A/R by $24M (77%

improvement);

Finance Manager: Worldwide Head Office [Montr al, Canada]

1997-1998

Financial expert on Integration Team. Special assignment.

> Key initiatives

. Conceived method and process to calculate merger related synergies;

. Teamed with 2 senior vice-presidents to reorganize new corporate

headquarters after merger.

> Major impact

. Achieved $200 million annual synergies only 14 months into merger, $100

million above original public commitment. Received CEO Award and voted

best presenter to Executive Committee.

Director Finance & MIS: Manufacturing plant [Jonqui re, Canada]

1994-1997

$200M sales. Team of 12 employees.

> Key initiatives

. Spearheaded management involvement in budgeting process enhancing

understanding and accountability for manufacturing costs;

. Led self-directed team reengineering accounting functions, including JD

Edwards implementation;

. Prepared, analyzed and presented many strategic alternatives for

Business Unit;

. Designed and brought management perspective to monthly report adopted as

standard for all business units following corporate CFO recommendation.

> Major impact

. Saved $300K per year while maintaining same service, control and

integrity;

. Recorded best profit of all Business Units for 2 years with production

costs exactly as forecasted;

. Secured a major capital investment insuring long term future of the

Business Unit.

OTHER PROFESSIONAL EXPERIENCE

GAZ METROPOLITAIN, LLP [Montr al, Canada]

1990-1994

Electricity production, renewable energy, natural gas distribution

Tax Manager, Director Finance & Administration

ERNST & YOUNG [Montr al, Canada]

1984-1990

Big 4 Accounting Firm

Senior Auditor, Tax Manager

EDUCATION & CERTIFICATION

Certified Public Accountant (CPA)

2001

Illinois CPA Society

In-depth Tax course equivalent to Master degree in taxation

1990

Canadian Institute of Chartered Accountants [Toronto, Canada]

Chartered Accountant (CA) equivalent to CPA in USA 1987

Ordre des Comptables Agr s du Qu bec [Montr al, Canada]

Bachelor, Business Administration (Accounting Major)

1984

Universit du Qu bec Montr al [Montr al, Canada]

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