Project Manager Management
Resume:
Gregory J. Rozanski
Florence, Kentucky 41042
abnbfj@r.postjobfree.com
513-***-**** Cell 859-***-**** Home
SUMMARY
Passionate, collaborative and accomplished financial/ operations business partner. Experiences across multiple
business functions. Skilled at identifying and executing growth opportunities, costs savings, control opportunities,
process changes, leading conversions, aligning teams, strategic planning, and a track record of driving results.
P & L Management Business Analysis Forecasting/ Budgeting Projection Analysis
Business Transformation Financial Leadership Acquisitions/ Mergers Project Management
Strategy Development Process Improvement KPI Development Internal Controls
360 FEEDBACK
“Greg is very focused on continuous improvement and that focus drives the buy in of people implementing his strategies ”
“Intelligent and tenacious. Never heard can’t do from Greg. Strong team player…. ”
“Greg is a great coach and motivator to his team ”
“Greg has a finance and supply chain perspective…..has been an important reason why we have achieved the opex
performance to date”
PROFESSIONAL EXPERIENCE
Coca-Cola Enterprises – Cincinnati, OH:
Controller/ Field Finance VP ; Great Lakes Business Unit (2/07 to 12/08)
Provided financial expertise and finalized monthly reporting for $1.5 billion Business Unit with multiple locations.
Coordinated; annual operating budget, forecasting, capital budget, working capital enhancement, and business
transformations. Developed, modified, and implemented; standard financial practices and internal controls,
improvement projects, revenue & operating expense analysis, and key business indicators.
Coordinated completion of $1.5 billion net revenue budget and built metrics for accountabilities .
Aligned with Treasury and presented a “Cashless Payment” concept. $972k Potential NABU savings.
Increased trade contract’s return-on-investment to roughly 15% by reviews and working with the sales team.
Drove an operating income forecast variance of less than 3%.
“Re-designed” processes surrounding mandatory deposits in MI. Alleviated a $700k charge.
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Coordinated a 40% improvement in payment deductions for the 3 largest customer.
Influenced business performance to drive controllable expense reductions to approximately 10% in 2008.
Director, Field Financial Services (8/05 to 2/07)
Led a team and provided financial leadership to business locations in 6 states. Participated in virtually every
aspect of the business, providing financial governance, creativity, and decision support. Directed and assisted in
the analysis and development of field execution strategies, which included, working capital, forecasting, planning,
penetration/ mix analysis, SKU evaluation, process improvements, P & L management, and internal controls.
Led an investigative project to reduce an inventory liability by 34%.
Developed a budget OPEX reduction strategy which resulted in excess of $100k savings in administrative costs.
Created a training program and management routines grounded in strategic / tactical priorities. The program led to an
increase in efficiencies and operational performance.
Evaluated certain Service Contracts which led to an annual savings of $19k in bank fees.
Analyzed the process for purchasing vending parts which led to $700k annual savings and a $2.3M favorable retroactive
adjustment to operating income.
Organized and developed a product recall proce ss which led to a national SOP and reimbursement of $80k+.
Gregory J. Rozanski 513-***-**** Page 2 of 3
Director, Supply Chain (4/01 to 8/05)
Accountable for developing & implementing strategies and associated tactical management routines to drive
favorable distribution/ logistics efficiencies. Territories included Ohio, Michigan, Indiana, and Kentucky. The
Division had gross revenues in excess of $1 billion and included 29 Sales Centers and 6 Production Centers.
Ranked #1 in both delivery and warehouse cost per case improvement versus prior year.
Acquisition Business Lead to coordinate ALL system conversions, process implementation, and operational structure of an
acquired territory of an independent bottler with 11 locatio ns and gross revenues of $400M. Created the high level
transformation strategy and coordinated the associated efforts of roughly 25+ people.
Guided a SMART selling initiative to increase efficiency thus saving in excess of $4M over 4 years.
In 2003 recognized as the North American leader for cost savings in delivery and selling.
Implemented a state of the art delivery system resulting in an IRR of roughly 25% and a reduction of turnover.
Led the 2002, 2003, and 2004 Divisional budget OPEX reduction plan with savings > $3M per annum.
Drove development of a single-arm multi-layer forklift picking “claw” which significantly reduced manual labor.
Conducted a warehouse capacity study in order to plan for the proliferation of SKU’s and decreased days supply,
promoting Just-In-Time delivery and increasing working capital.
Business Analysis/ Senior Accounting Manager (7/96 to 4/01)
Managed 5 Business Teams; Client Services (I/S), Promotion Control, Outlet Master Information, BASIS System
Control, and Sales & Business Analysis. Coordinated operational & capital budgets.
Recovered $370k associated with a concentrate quality issue. The most comprehensive analysis in North America.
Created a plan to evaluate and reduce $147k in mobile communication costs.
Acquisition Lead for a 12M case business. Systems conversion process adopted across North America.
Developed a video conferencing idea which led to savings in excess of $10k per year.
Senior Accounting Manager (11/95 to 7/96)
Performed and/or executed financial reporting, internal control creation/ testing, projections, operational & capital
budgeting, cost control practices, financial analysis, and training for non financial managers. Managed A/P, A/R,
and fixed assets.
Recognized certain production leases qualified as capital which led to a national accounting change and increased cash
operating profit by $310k.
Successfully worked with the Kentucky Revenue Cabinet to eliminate the need for an audit.
Financial Operations Manager (12/89 to 11/95)
Participated in all aspects of business development; A/P, A/R, branch accounting, expense control and monitoring,
operational & capital budgeting.
Implemented a change in microfiche imaging that proved to save approximately $9k per year.
Successfully directed the Accounts Receivable Department to a 95% current ratio.
Financial Analyst (8/85 to 12/89)
United In-Home Services - Florence, KY.
General Accountant – Worked while in school.
Gregory J. Rozanski 513-***-**** Page 3 of 3
EDUCATION
University of Kentucky, B.S. – Accounting 1985
Six Sigma Yellow Belt Certification (Applying for Black Belt)
PROFESSIONAL DEVELOPMENT
Impact Management Seminar I
Impact Management Seminar II
Computer Associates Variable Report Writing Seminar
Peat Marwick & Main Internal Audit Seminar
Source Com Management Seminar
Padgett Thompson Supervision Seminar
BASIS System Control ( Bottling Software)
Management Internal Control Seminar
Project Manager Navigator Training
Full Service Internal Control Seminar
Train the Trainer to Teach Non-Financial Managers
Management Essentials Training
Leadership in Action
Personal Decisions International 360 Degree Feedback
TECHNICAL SKILLS
Microsoft Excel
Microsoft Word
Microsoft PowerPoint
AS 400 Query
W ebEx
Microsoft Outlook
Lotus Notes
Microsoft Live Meeting
SAP
GROUPS/ ORGANIZATIONS
Northern Kentucky Chamber of Commerce
Habitat for Humanity
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