Manager Project

R. CHRIS VANACORE

** **** *****

Ringoes, NJ **551

Cell: 908-***-**** Email: *.********@*******.***

Residence: 908-***-****

Operations and analytical oriented Finance executive with private and

Fortune 1000 corporate and operating unit experience with global

technology, manufacturing, printing/fulfillment and business information

services organizations. Strong planning and cross-functional management

skills. Successful in linking finance with business operations to drive

organizational performance and profit improvements. Qualifications:

Financial Reporting Budgeting & Forecasting

Business Planning

Operational Analysis Cost & General Accounting

Project Accounting

ERP & Metrics Implementation Financial Analysis

Cash Management

Business Process Improvement Sarbanes-Oxley Compliance Six

Sigma

PROFESSIONAL EXPERIENCE

Corporate Controller Dec

2007 to Present

C2 Media LLC, New York, NY

Directed the financial reporting, general & cost accounting, budgeting,

financial analysis and tax functions of a $60M digital graphic arts/media

company with nine North American locations. Managed staff of seven.

Managed capital leases.

. Project team implementer of an integrated Microsoft Dynamics AX / e-

Graph ERP system -- replacing three disparate accounting and two

separate production systems. Implementation covered manufacturing,

inventory, warehouse mgt, customer relationship mgt, financial and

human resources modules.

. Resulting benefits include enhanced inventory management, improved job

costing and product pricing data, streamlined monthly closing process,

creation of senior mgt dashboard and realization of improved

operational and administrative efficiencies and cost savings through

the use of integrated systems.

Corporate Controller Dec

2006 to Dec 2007

Global Document Solutions, New York, NY [resigned due to adverse

company cash flow issues]

Directed the financial reporting, general & cost accounting, cash

management, financial analysis, budgeting, billing, pricing and tax

functions of a $50M digital printing and customized communications

solutions organization with bi-coastal production locations. Managed staff

of ten. Led monthly financial and business operations reviews; strengthened

internal controls; implemented detailed cash forecasting system; monitored

bank debt covenant compliance; and managed annual audit process. Held Board

Secretary position and managed capital leases. Company operated as a

manufacturer .

. Co-managed implementation of Epicor ERP system comprising order entry,

inventory mgt, manufacturing and finance -- replacing two disparate

production and accounting systems.

. Developed and implemented product line and client profitability

analyses providing enhanced accuracy of data for pricing refinements

and customer-specific marketing initiatives.

Operations & Financial Controller

Sep 2002 - Jul 2006 Bowne Enterprise Solutions, New York, NY

Directed the financial reporting, general & cost accounting, budgeting,

financial analysis, billing, pricing and cash management functions for a

$160M digital printing operating unit of Bowne &

R. Chris Vanacore

Page Two

Co., Inc. [$1.1 billion public company]. Managed a staff of sixteen

professionals in a multi-site

environment. Integrated Bowne & Co. subsidiary manufacturing operations

into business unit;

Strengthened business unit operational and financial reporting systems

along with internal controls and processes to ensure compliance with

Sarbanes-Oxley Act; and coordinated cross-functional alignment among

manufacturing, operations, client services, sales and finance functions in

support of business plan objectives. Prepared annual Balanced Scorecard [3

year Plan] and unit's 10Q & 10K financial data. Company operated as a

manufacturing business.

. Identified operational weaknesses in job cost compilation and product

costing processes. Implemented activity based costing and improved job

tracking systems to provide more accurate job cost, product

profitability, client profitability and pricing data.

. Implemented unit and standard costing methodology for the IT

components of products and services enabling improved pricing

decisions.

. Directed the integration of a subsidiary business into the operating

unit in Q1 2003. Managed financial integration and operational

alignment of all functional groups.

. Achieved 20% improvement in DSO by strengthening end-to-end data

capture processes, A/R collection processes and driving increased

sales force and collection staff interaction.

. Implemented a re-designed Financial & Operational monthly reporting

package, providing comprehensive information on business performance

and key drivers of operating results.

. Consolidated NJ based manufacturing operations into one site to

provide for integrated printing and fulfillment activities and attain

significant cost savings.

. Performed due diligence and financial analysis on the acquisition of

an $80M business.

THE DUN & BRADSTREET CORPORATION 1986 to

2002

Director, Finance

1998 to 2002

Dun & Bradstreet Global Technology Organization, Murray Hill, NJ

Managed annual planning, budgeting, cost benchmarking, global project

accounting/reporting and financial analysis functions and coordinated

business/technology issues for company's global business services

organization, reporting to SVP-Finance. $300M expense base comprising

product application and development groups in North America, Europe and

Asia-Pacific.

Reengineered the prioritization process for funding global and regional

product investment by incorporating into the planning process a product

life cycle framework aligned with key market segments.

Implemented an integrated global project accounting and activity based

costing system providing comprehensive project cost and resource

management information to functional

and senior management. Utilized as a key tool for project planning

and tracking activities, resource allocation decisions and

dissemination of dashboard metrics.

Co-managed the introduction of a resource outsourcing program providing

enhanced technology skill-set capabilities and flexible staffing options

generating $8M annual savings through utilization of preferred on-shore and

off-shore vendors.

Partnered with senior functional managers to achieve $2M cost savings by

establishing a centralized resource pool for application support and

maintenance activities.

Director, Finance & Administration

1987 to 1998

Dun & Bradstreet DunsGate Division, New York, NY

Managed the finance, accounting, purchasing, human resources and facilities

functions of D&B's advanced technology organization during growth from a

one-site domestic to a multi-site global business, reporting to the

division general manager. Business unit activities encompassed creating,

marketing and operating client server and web based products/services for

global customer base.

Strong interaction with product development, IT, sales, marketing,

operations and customer support

R. Chris Vanacore

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Dun & Bradstreet DunsGate Division [cont'd]

functions. Managed reorganization of the division as part of the company's

global technology restructuring program in 1998.

Directed division's expansion from $20M to $250M in gateway supported

revenues.

Designed and implemented comprehensive product costing/product line

profitability systems to support product pricing decisions and benchmark

operational costs.

Financial manager of D&B Global Task Force on the implementation of

European cross-border product fulfillment solutions.

Developed telecommunications cost tracking systems to optimize global

network connectivity and reduce product delivery expenses by $2M,

generating improved contribution margins.

Strengthened management controls and project management accountability by

establishing monthly investment program reviews utilizing quantitative and

qualitative information from resource and project tracking information

systems.

Managed the consolidation of division's vendors and suppliers by

establishing preferred vendor lists and national contract programs

resulting in 7% expense savings.

Managed expansion and renovation of NYC office from 26,000 to 50,000 sq.

ft. and opened two International sites [London and Melbourne].

Manager, Corporate Planning

1986 to 1987

Dun & Bradstreet Corporate Headquarters, New York, NY

Performed long-term corporate planning and acquisitions, new business

development and divestiture analyses. Analyzed operating unit business

plans and researched market environments, cost structure, customer bases

and competitive issues. Evaluated high potential start-up businesses and

served as financial liaison to new business development joint ventures.

Conducted due diligence acquisition reviews.

EDUCATION

M.B.A., Finance/Accounting

Hofstra University, Hempstead, NY

B.A., Liberal Arts

Penn State University, University Park, PA

Sr. Class President

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