Sales Project Manager

D ALE D ITTO, CPA, CMA

*** ********** ********* ******, ** 45419 937-***-**** ******@*********.***

FINANCE DIRECTOR / CFO

Results-driven, analytical Finance and Planning Executive with over 17 years of progressive experience

in reducing costs, improving profits, increasing operating income, and controlling $300M+ annual

budgets for global and regional business units. Recognized for consistently delivering results and

maximizing visibility of critical financial information. Seasoned manager skilled in clearly

communicating directives and empowering staff to execute. Thrive on opportunities to drive optimal

business decisions by implementing improved financial processes, systems, reporting, and analysis.

Available for relocation.

Areas of expertise include:

PROFESSIONAL EXPERIENCE

NCR Corporation – Dayton, OH 1991 – Present

Leading global technology company providing innovative customer relationship

building solutions with $4.97B in annual revenue and 23,200 employees and

contractors.

Director of Planning & Analysis – Systemedia (Feb 2009-Present)

Lead all financial operations for Systemedia Americas organization (both Sales & Manufacturing). In

addition to Americas responsibilities of previous Director of Planning & Analysis position, I have

picked up financial responsibilities for three manufacturing facilities in the US, Mexico, and Chile.

Interim BU CFO – Systemedia (May 2008-Jan 2009)

Lead all financial operations for Systemedia organization including business unit planning, product

pricing, and manufacturing accounting. Support Business Unit VP in managing budget of $475M

revenue, $41M expense, and $59M controllable operating income. Support Systemedia as a member

of the business unit Leadership Team.

Notable Accomplishments:

D ale Ditto, CPA, CMA P age 2 o f 4

Performed due diligence on potential acquisition target. Target will likely be acquired in Q4 ’08

and add $11M of incremental revenue annually and improve SMD profitability.

Developed approach for building up three-year revenue and margin view for 2009-2011 strategic

plan view.

Lead 2009 annual plan process for BU, including setting growth targets for revenue and margin

as well as identifying areas for expense reduction.

Drove expanded reporting to support more thorough understanding of the business.

Serve as CFO while retaining my previous role, resulting in lower financial support cost to the

BU.

Director of Planning & Analysis – Systemedia (2004-2008)

Lead all financial operations for Systemedia Americas Sales region including development of three-

year sales revenue, margin, and expense budget and preparation of product line revenue and margin

budget. Produce financial analysis including margin erosion, product line profitability, and selling

efficiency. Support VP of Americas Sales in managing $280M revenue, $13M expense, and $51M

controllable operating income budgets, plus staff of three analysts.

Role was expanded in January 2008 to manage planning function, coordinate overall business unit

plan, forecasting, and reporting for global sales, manufacturing, sales operations, R&D, and Sarbox

activities.

Notable Accomplishments:

Reduced annual selling expenses by $8M, improved annual controllable profitability by $8M,

and increased controllable operating income from 11% to 16% during period of market decline

through close collaborations with Sales VP to restructure sales management and sales force,

expand span of control, specialize sales force, and migrate some field sales accounts to inside

sales.

Increased sales quotas by ~50% and reduced U.S. field sales management from twelve to three

managers by collaboratively redesigning sales territories from geographical to specialization by

product categories.

Eliminated millions of dollars in overstated / understated Cost of Goods Sold by identifying and

spearheading clean-up of COGS errors resulting from recent ERP deployment.

Improved reporting breadth and accuracy, while reducing staff requirements 20% by

automating reporting process via migration from multiple Excel spreadsheets to Access

database.

Cut annual post-audit payments to customer from ~$400K to $100K per year by tightening

rebate tracking and reporting processes.

Turned organization from history of missing quarterly forecasts to meet and exceed quarterly

sales and controllable operating income forecasts by strengthening forecasting process and

controls.

D ale Ditto, CPA, CMA P age 3 o f 4

Optimized demand planning through development and institution of process to extrapolate U.S.

manufacturing plant forecast from U.S. sales forecast and develop plant-level forecast based on

forecast data and historical trends.

Contributed to successful organization-wide transition following sale of two plants and product

lines to third party by redesigning territories, selecting salespeople for inclusion in acquisition,

and tracking sales and receivables of exited product lines until order processing could be

transferred to purchasing company.

Manager of Planning & Reporting – Worldwide Customer Services Global Operations (2001-2004)

Directed planning, forecasting, reporting, and financial controls for $600M Global Operations, $50M

WCS home office group’s sales and marketing expenses, and $15M WCS capital budget. Managed five-

person team located in the United States and Europe. Reported to WCS Chief Financial Officer.

Notable Accomplishments:

Played key role in improving service cost visibility and exceeding company’s two-year $75M

savings target by $31M for total of $106M in savings by designing and leading construction of

Global Operations financial architecture, processes, and tools, as well as designing and

implementing Cognos Powerplay tool.

Automated and improved relevance of monthly financial reporting through development and

implementation of Cognos PowerPlay tool. PowerPlay tool reported actual-versus-budget

results and improved visibility of financial data.

Improved capital project evaluation and management capabilities by deploying process that

controlled business case review and cash flow analyses and tracked approved capital

appropriations requests and purchases.

Named 2002 WCS Global Operations Most Valuable Player for outstanding contributions to

organization’s success.

Manager of Customer & Product Profitability Reporting – WCS Worldwide Pricing & Business

Support (2000-2001)

Promoted to globalize customer and product profitability reporting in WCS. Contributed to

deployment of solution reporting by mapping customer service revenue and cost data to major

business lines P&Ls that created product-and-services view of major business line revenue, cost, and

margin and enabled management, compensation, and external reporting. Provided oversight and

direction for financial analyst. Reported to Director of WCS Worldwide Pricing and Business Support.

Notable Accomplishments:

Played key role in driving $7M+ increase in annual operating income and millions of indirect

savings by managing design, development, and deployment of new global customer P&L tool.

Created global services revenue detail in enterprise data warehouse (EDW) that provided

company with comprehensive view of $1.3B in annual service revenue by customer, product,

country, invoice, and contract and heavily influenced customer profitability reporting and

revenue forecasting.

D ale Ditto, CPA, CMA P age 4 o f 4

Enabled users to determine if actual post-sale profits met pre-sale expectations by redesigning

and aligning customer and product profitability P&Ls and methodologies with customer bid

pricing P&Ls.

Automated solution P&L reporting, planning, and solution-based compensation planning

through development and deployment of reporting and planning tools.

Project Manager / Financial Analyst – Information Technology Services (1996-2000)

Directed all financial planning, forecasting, and reporting functions for IT Services including annual

budgeting, budget package design, monthly forecast management, headcount reporting, expense

reporting, and capital appropriations reporting. Supported Director of Planning in managing $200M+

annual budget, one direct report, and four-person project team. Reported to Director of Planning.

Promoted from Financial Analyst for various business groups.

Notable Accomplishments:

Accelerated monthly financial planning, forecasting, and reporting consolidation process from

days to hours, while providing management with detailed financial data, by successfully

designing and deploying Hyperion Pillar-based tool.

Provided information for Gardner Group benchmarking, accurate comprehensive view of IT

Services’ applications, services, and activities costs, and avenue to improve allocation and

communication of IT costs to internal business units by spearheading design, development, and

deployment of activity-based costing (ABC) system.

Enabled management to execute drill-down analysis and reporting of application and activity

costs through development and implementation of Cognos Powerplay tool that leveraged and

manipulated ABC data.

Contributed to $5M in annual cost savings through development of general ledger analysis that

was used to renegotiate major vendor contract.

Additional NCR experience as Financial Analyst in multiple business groups (1991-1995).

EDUCATION, CERTIFICATION & COMPUTER SKILLS

MBA with Emphasis in Finance, Weidler Scholar with 3.8/4.0 GPA – The Ohio State University (1990)

BSBA with Majors in Finance and Management, GPA: 3.98/4.00 – The Defiance College (1988)

Certified Public Accountant (CPA) Certified Management Accountant (CMA)

Hyperion Pillar… Microsoft Access… Microsoft Excel… Cognos PowerPlay… Business Objects

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