Management Manager

Brian L. Bowlin CPA

** **** *** ****** ******, NJ 07901 908-***-**** (347) 831-

**** ********@*****.***

To work for a world-class turnaround and restructuring firm, having been

engaged in two Chapter 11 Bankruptcy cases

with revenue in excess of $2.5 billion, utilizing superior financial

modeling and valuation skills. Direct consulting for a

number of middle market firms. Worked with investment banking groups

(Goldman Sachs) and private equity firms

(Madison Dearborn) providing 13 week rolling cashflow forecasts and

liquidity analysis. Demonstrated ability to solve

complex problems and make sound business decisions under conditions of high

uncertainty and stress. Excellent leadership

capabilities with exceptionally strong written and verbal communication

skills. Road warrior adept at building extremely

strong business relationships and high level of trust .

PROFESSIONAL EXPERIENCE

ARGUS MANAGEMENT CORPORATION, New York, NY April

2008 to 2009

An interim management and turnaround firm.

Senior Advisor

1. Turnaround & Restructuring Advisory - Member of financial advisory

team to private equity firm and senior lenders for a $400 million

retail chain. Led cash forecasting (13 week cash flow) and

reporting workstream.

2. Credit Advisory - Support and advise private equity firms and

senior lenders of underperforming clients regarding liquidity

issues including assessment of cash flow forecast and ongoing

monitoring of performance to plan.

3. Interim CFO - Served as interim CFO for a $35 million provider of

interactive patient education to the healthcare industry. Refined

and documented process and procedures in AR, order management,

billing, dispute management and credit and collections resulting in

improved AR aging, billing accuracy and reduced disputed invoices

by over 40%.

GLOBAL CROSSING LIMITED, Florham Park, NJ

2002 to 2008

A $ 2.8 billion global telecommunications provider to corporate

customers. Emerged from Bankruptcy December 9, 2003. Director -

Worldwide Vendor Relationships

> Team Leadership and Spend Management - Assumed additional

responsibility for global procurement function including 4 direct

reports and team of 12 professionals responsible for $500 million

in capital and operating expenses. Led global Req to Pay process

and team members.

> Procurement Transformation - Restructured global teams to mirror

business structure, i.e. telecom transport, telecom equipment,

marine, satellite. Ensured subject matter expertise built within

team by alignment to specific business stakeholder departments,

ensuring consistent procurement practices and procedures.

> Cost Savings & Stakeholder Relationships - Delivered company record

$23 million in cost savings as a result of aggressively and

proactively managing global spend including category spend

reporting of actual vs. plan. Built strong relationships with

multiple diverse global and cultural stakeholders.

Director - Finance Office of Cash Management

> Recommended by FTI Consulting 60 days after company filed

Bankruptcy.

> Cash Management Process- Executed critical cash management strategy

(13 week forecast) and process, in an extremely tight liquidity

environment, and in compliance with conditions established by US

Bankruptcy Court. Successfully achieved company's quarterly cash

burn targets, 15 out of 16 quarters.

> Cash Forecasting and Reporting - Led 20+ member global team

comprised of treasury, controllers, accounts receivable, accounts

payable and vendor managers to establish and report actuals vs. 13

week cash flow forecast, which was directly tied to the company's

quarterly cash burn targets.

> Working Capital Methodologies - Significantly improved working

capital in excess of $100M by leveraging balance sheet (A/R and

A/P). Chaired weekly calls to establish targets, review actual

results, identify follow-up and escalation actions. Refined

process and procedures within the order management, credit and

collection, billing, dispute management, procurement and accounts

payable functions.

4. Profit Improvement Efforts - Participated in company wide effort to

efficiently reduce monthly operating expenses from $150 million to

less than $60 million. Comprehensive bottoms up review of global

payroll, divisional s,g&a and capital spending over a six month

period.

> Vendor Settlement & Management - Supported intense and protracted

settlement of critical vendor agreements as part of company's exit

costs. Increased process discipline and focus led to improved

procurement function, including vendor management and supplier

relationship management.

> Sarbanes-Oxley - Key member of team responsible for coordinating

the effort of documenting key controls in connection with the

Company's implementation of S-OX section 404 requirements.

US OFFICE PRODUCTS COMPANY, Washington, DC

1997 to 2002

A $ 2.6 billion multi-national provider of office products and business

services to corporate customers. Company was founded in 1994, completed

over 230 acquisitions, with over 50 reporting locations. Prepackaged

bankruptcy March 2001

Director - Financial Operations

> Merger & Acquisition Team - Selected by acquiring company's CFO to

become key member of post acquisition integration team and

appointed Interim Division Controller while recruiting permanent

replacement in Southeast Region. Managed regional sale of non-core

assets ($20 million).

> KPIs and Benchmarking - Developed financial and operational metrics

through a team-based approach, combined with continuous process

improvement, resulting in cost savings in excess of $25 million

dollars.

> Working Capital - Led working capital taskforce utilizing rigorous

process and reporting, resulting in significant balance sheet

improvement. (Reduced past due AR in excess of $10 million dollars)

> Process & Procedures - Enhanced financial reporting process by

establishing and implementing standardized procedures and controls

that improved the overall consistency and quality of financial

reporting.

District President

> Restructuring - Selected by CFO to lead turnaround of

underperforming division. ($75 million revenue).

> Savings - Delivered $2.5 million of additional profit and increased

sales force retention from 30% to 75%.

> Leadership - P&L responsibility, doubled operating income, managed

320 employees through eight direct reports, ten operating locations

across Michigan, Northern Ohio and Northern Indiana.

> Project Management - Championed systems implementation across

district (300 users); completed on schedule, successfully reducing

operating cost by 25%.

Director - Internal Audit

> Value-Added Services - Recruited by the Audit Committee to

establish internal audit function. Extensive travel and hands-on

approach establishing an internal consulting environment providing

value added services.

> Post Acquisition Integration - Major participant in the on-going

integration and consolidation at the operating level of over fifty

companies.

> Process Improvement - Successful in working closely with senior

management, identified process improvements, margin improvement

opportunities and cost reduction measures across all business

models.

INTELLIGENT ELECTRONICS, INC. Exton, PA

1995 to 1997

A $3.6 billion provider of information technology products, services and

solutions to a broad spectrum of customers. Recruited by Big 4 Audit

partner.

Inventory Controller

> Process Improvement - Led team responsible for improved process

procedures and controls in the accounts payable and receiving areas

that reduced the amount of disputed invoices with vendors from over

$100 million to less than $25 million and increased the invoice

match rate from less than 50% to over 90% today.

> Leadership - Upgraded the skill level of personnel and implementing

a cross-functional team-based approach that, combined with

continued process improvement, resulted in a 40% reduction ($2

million per year) in the cost of the department.

SOUTHCORP HOLDINGS LIMITED, Bala Cynwyd, PA

1992 to 1995

A $2.3 billion Australian Holding Company- major manufacturer of wine,

packaging and appliances.

Manager - Internal Audit

> Partnered with external auditors (KPMG) in an effort to reduce

external audit fees.

> Working Capital - Selected as one of four Team leaders by J. Alix &

Associates to generate solutions and implement business improvement

in the area of inventory reduction and control. (excess of $3

million).

FOXVIDEO INC., New York, NY (1992 office moved to Los Angeles)

1989 to 1992

A $600M division of 20th Century FOX, major distributor in the home video

industry. Firm moved to Los Angeles Manager, Internal Audit

> Established Internal Audit function - developed and implemented

internal control questionnaires, detailed audit programs, contract

management and royalty reporting formats.

STERLING DRUG INC., New York, NY

1989

A $2.2 billion manufacturer and distributor of pharmaceutical,

OTC/consumer products. Acquired by Eastman Kodak

Corporate Audit Supervisor

> Operational emphasis with focus on generating cost savings in

excess of departmental budget ($1 million).

EDUCATION AND TRAINING

B.S. Accounting, Purdue University, Krannert School of Management

Member NJSCPA

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