Accounting Accounts Payable
Resume:
MARK B. GOLDSTEIN, CPA
Framingham, MA 01701 ***********@*******.***
SUMMARY
Senior financial manager with a proven track record of maximizing profits, cash flow, and implementing software and
processes to enhance business performance and internal controls. Recognized as a strategic thinker with sound
analytical skills and business judgment who creates strong business relationships. Extensive finance and accounting
experience; skilled at identifying and resolving problems and building effective cross-functional teams.
EXPERIENCE
DAIMER INDUSTRIES, INC., Woburn, MA 2008-Present
Controller
Directs the financial area for this start-up distributor of equipment and chemicals to residential and commercial
customers. Reports to the President.
EDWARDS ANGELL PALMER & DODGE LLP, Providence, RI 2007-2008
Controller
Directed the financial reporting, accounting, treasury, and tax areas for this national law firm with over 500 lawyers.
Managed a staff over 30 people. Reported to the CFO.
Evaluated the Finance organization and implemented changes to improve accountability, service and morale.
Developed and implemented various controls to safeguard cash.
GOODWIN PROCTER LLP, Boston, MA 2005-2007
Controller
Directed the accounting, treasury, insurance, payroll and tax areas for this national law firm with over 650 lawyers.
Reported to the Director of Finance.
Increased income by $1 million annually by improving the rate of return on investments.
Participated on team to implement an integrated human resource and payroll system (UltiPro).
Automated the accounting for the firm’s investment funds.
Improved internal controls and reduced costs by eliminating dormant bank accounts, installed a web-based
treasury system, eliminated unnecessary bank services and related fees, and implemented a process to resolve older
reconciling items.
ROPES & GRAY LLP, Boston, MA 1996-2005
Controller
Directed all aspects of finance, including reporting and analysis, budgeting, accounts payable, payroll, billing,
collections, insurance and taxes for this national law firm with over 750 lawyers. Managed a staff of over 40 people.
Reported to the CFO.
Reorganized the Finance department and recruited key staff; established Finance as a solid business partner and
improved service, accuracy and internal controls.
Established an in-house collection function, which improved cash flow and lawyer productivity.
Led the following initiatives during three mergers:
Systems Integration: developed a strategy to merge financial data and achieved a seamless transition.
Policies and Procedures Development: identified and reconciled major differences in financial practices and
procedures; developed new procedures using Best Practices.
Staff Assimilation: unified disparate finance functions; reassigned responsibilities to make jobs more
challenging and more evenly distributed the workload; modified and eliminated certain tasks to improve
productivity and service.
Coordinated the identification and implementation of opportunities to reduce administrative costs by over $5
million in two years.
Mark B. Goldstein, CPA Page 2
MASSHOUSING, Boston, MA 1992-1996
Financial Project Leader
Directed project teams to select and install new financial software applications, defined management reporting needs
and streamlined workflow for this mortgage lender which has issued $8 billion in loans. Reported to the Controller and
IT Director.
Led efforts to define system requirements in the areas of cash and investments; purchasing and accounts payable;
and billing and collections. Developed RFP’s for selected vendors.
Coordinated the evaluation of vendor responses; developed scripts to test selected software; coordinated
testing/demo sessions. Prepared recommendations and obtained approval to purchase the software.
FIDELITY INVESTMENTS, Boston, MA 1987-1992
Director of Corporate Accounting Services (1990-1992)
Managed the disbursements and payroll areas for all operating units, paying over 9,000 employees and 20,000 vendors
for this financial services company. Reported to the Corporate Treasurer.
Re-engineered the purchasing, disbursement, and receiving processes by directing the installation of an integrated
system. Redefined job responsibilities and workflow in Finance and other departments. Through improved
processing efficiencies and vendor negotiations, cash discounts increased by $1.2 million annually and Finance
staff productivity increased by 23%.
Controller of Retail Marketing (1988-1990)
Managed accounting, budgeting, financial reporting, and analysis for the product marketing group and in-house
advertising agency, which spent over $75 million to market products to retail customers. Reported to the Senior VP
Finance.
Director of Corporate Finance (1987-1988)
Coordinated the budgeting and financial reporting for over 30 business units. Reported to the Corporate Controller.
Spearheaded a $100 million corporate-wide cost reduction program in the wake of the 1987 stock market crash;
partnered with finance executives in the various business units to achieve the savings.
Simplified the intercompany billing process, which reduced the monthly closing cycle by 30%, and eliminated
intercompany disputes among the business units.
AERODYNE PRODUCTS CORPORATION, Billerica, MA 1985-1987
Chief Financial Officer
Directed the finance function, including cash management, bank relations, job cost accounting, risk management and
budgeting, as well as personnel and facilities at this privately held inspection equipment manufacturer and consulting
firm with $5 million in revenue. Reported to the President.
Split off the company from its parent. Developed forecasts and collaborated on negotiations to obtain venture
capital, bank lines of credit, and a new manufacturing facility.
AVATAR TECHNOLOGIES, INC., Hopkinton, MA 1982-1985
Controller
As a key advisor to the President, built and managed the Finance and Order Administration areas at this privately held
start-up computer manufacturer and software developer with $20 million in revenue. Reported to the President.
Developed and instituted all financial procedures and controls, including the installation of an integrated
manufacturing, accounting, and order entry system.
Negotiated with key suppliers to buy back excess inventory, decrease prices and extend payment terms.
Mark B. Goldstein, CPA Page 3
COMPUGRAPHIC CORPORATION, Wilmington, MA 1977-1982
International Controller (1980-1982)
Analyzed operating results and forecasts of subsidiaries in France, Germany, and Mexico for this publicly held
photocomposition equipment manufacturer and supply distributor with over $300 million in revenue. Managed
collections from international distributors. Reported to the Senior VP International Marketing.
Division Controller (1978-1980)
Internal Audit Supervisor (1977-1978)
ERNST & YOUNG, CPA’S, Boston, MA 1973-1977
Senior Auditor
EDUCATION
MBA, Finance, BABSON COLLEGE, Wellesley, MA, 1987
BS in Business Administration, Accounting (Honors), NORTHEASTERN UNIVERSITY, Boston, MA, 1973
PROFESSIONAL AFFILIATIONS
Financial Executives International (FEI)
Massachusetts Society of CPA’s
Contact this candidate