Customer Service Vice President
Resume:
Email address
****.******@*********.***
First Name Middle Last Name Suffix Maiden Name
Gary N. Golden
N/A
Work Phone & Ext Toll Free Phone Fax Phone Home Phone
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Zip
5 Braemore Pl. Dallas TX 75230
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United States
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CPA
Other Current Employment Details
(Description of Position)
Birthday Marital Status Spouse's Name Anniversary
Mar 22 Married Beverly October 17, 1981
Children's Names & Ages
Celeste 22, Geoffrey 20
c Copyright Andersen Alumni Association 2012. All Rights Reserved.
Gary_Golden_2006.doc
Gary N. Golden
CPA Home 972-***-****
5 Braemore Place Cell Phone 214-***-****
Dallas, TX 75230 Email: ****.******@*********.***
FINANCIAL CONSULTING
April 2003 to Present
(Assignments completed under contracts with several companies/public accounting firm)
Brook Mays Music Co. Dallas, Texas 20052006Senior Vice President, Acting Chief Financial Officer Company filed Bankruptcy July
2006
Brook Mays Music has revenues of $150 million and is the nation s largest full-line
retailer in the music industry. The 63 store company, majority-owned by private equity,
rents and sells combo (electric and acoustic guitars, drums, lighting, audio equipment),
band and orchestra instruments (trumpets, clarinets, violins, violas, etc.) and home
keyboards (pianos and organs).
Reported to the President. Supervised three direct reports, including Vice President,
Controller; Vice President, IT; Director of Tax. Managed a total staff of 65.
Responsible for accounting, control, treasury, reporting, financial planning and
analysis, budgeting, cash flow management and forecasting, audit, tax, financial modeling,
and financial and operational management systems.
Uncovered major errors in accounting for financial transactions from prior financial
management including onerous financing agreements for non-productive assets.
Evaluated and implemented major shifts in strategy that would turn negative cash flow to
positive and save millions annually. Reduced expenditures through reorganization.
Informed equity owners of potential $20 million contingent liability based on wording in
previous contracts.
Saved over $100,000 or 8% in insurance costs by modifying the way insurance was
purchased.
Saved over $100,000 annually by consolidating support locations and centralizing
corporate operations.
Made presentations to equity owners of monthly, quarterly and annual results.
Modified terms of upcoming school season instrument rental contracts to improve
profitability for the company.
Modified depreciation policy to more closely match revenues and expenses.
Kept bank group informed of company s financial situation as conditions worsened.
NationsRent, Inc. Ft. Lauderdale, Florida 20042005Acting Vice President, Controller - Contract
NationsRent has revenues of $500 million by renting, selling and servicing equipment and
tools for construction and industrial customers as well as homeowners through 167 free-
standing stores and 99 stores located inside Lowe s home improvement stores. This company
emerged from bankruptcy in June 2003 and issued public debt in July 2004.
Reporting to the Chief Financial Officer, the Controller manages a team of 100 in the
following departments:
Field Accounting general accounting for 266 stores
Corporate Accounting for all departments
Financial Reporting preparing both internal and external reports including SEC
documents.
Centralized Accounts Payable processing 127,000 checks for nearly $400,000,000 of
disbursements.
Centralized Accounts Receivable processing approximately 500,000 checks and collecting
receivables.
Centralized Payroll for 3,200 union and non-union employees in 267 locations.
Managed and performed SEC reporting for S-4 and 10Q s.
Assisted with Sarbanes-Oxley compliance work with outside consultant KPMG including
documentation of current processes and procedures and selection of key controls.
Evaluated GAAP guidance and developed new accounting processes dealing with revenue
recognition issues.
Developed and refined financial reporting for executive management and audit committee.
Short Assignments
2003 - 2006
Prepared Executive Summary and 30 page briefing for special presentation by United Samsco
to Home Depot proposing growing the company from its current $40 million in service
revenues to proposed $250 million by providing additional services and reengineering the
current Home Depot methodology of using service representatives in their stores.
Consulted for Camping World in Louisville, KY performing store performance analysis,
selling expenses analysis, market analysis and warehouse performance analysis for possible
additions to distribution.
Advised and performed accounting and tax work for a professional services company through
a Dallas CPA firm.
Kinko s Inc. Dallas, Texas February 2002April 2003Vice President, Controller
Joined this $2 billion business services company where full service jobs are each custom
produced during its relocation of corporate headquarters from Ventura, CA to Dallas, TX,
yet accounting remained in Ventura.
Reporting to the Chief Financial Officer, the Controller manages 150 team members in the
following departments:
Operations Accounting general accounting for 1069 domestic retail stores.
Corporate Accounting and Budgeting for over 1,000 corporate support team members in
Operations, Strategy, Finance, Human Resources & Training, Technology, Real Estate, Legal,
and Executives
Financial Reporting prepares both internal and external reports including SEC compliant
documents (10K, 10Q and Information Statement similar to S-1) for a privately held company
planning to go public in the next year. Transitioned this team from Ventura to Dallas with
all new employees
Financial Support Services coordinating with all other Kinko s departments regarding
systems and technology.
Centralized Accounts Payable processing 150,000 invoices monthly composed of 325,000
transactions.
Centralized Payroll paying 19,000-team members bi-weekly and filing of all payroll taxes
with proper governmental authorities.
Fixed Assets including maintaining database of over 70,000 leased machines
International Accounting with 105 stores in 8 countries (Japan, Korea, China, Australia,
England, The Netherlands, Canada, and United Arab Emirates).
Heavily involved with the preparation of the 2002 Information Statement (similar to S-1)
that was sent to all current stockholders. Kinko s purchased $258 million or 25% of its
stock from founding shareholders of the company as a result of this offer.
Transitioned the International Accounting Department and the Financial Reporting
Department from Ventura, CA to Dallas, TX.
Adopted new accounting standards for both domestic and international locations and
corrected errors in prior year financials and disclosures. Maintained schedule of risks
and opportunities to keep executive management informed and to insure proper inclusion in
financial results.
Performed due diligence on acquisition candidate ultimately decided not to pursue the
uneconomic deal.
Blockbuster, Inc. Dallas, Texas June 1997February 2002
Senior Vice President, Corporate Controller and Process Reengineering 19982002
Director of Domestic Mergers and Acquisitions19971998
Joined this category dominant company with revenues of $5+billion during its relocation
of corporate headquarters from Ft. Lauderdale, Florida to Dallas, Texas.
Reporting to the Chief Financial Officer, the Corporate Controller managing over 250
employees in the following departments:
General Accounting for 4,350 domestic video retail stores and 1,992 international stores
in 25 countries.
Budgeting annually and forecasting quarterly for the entire corporation with weekly
updates of risks and opportunities. Monitor capital expenditure spending for cash flow
purposes and proper purpose.
Financial Reporting including SEC filings and Internal Management Reporting.
Centralized Accounts Payable processing between 8-9 million transactions annually.
Centralized Payroll paying 55,000 employees bi-weekly, and filing of all payroll taxes
with proper governmental authorities.
Franchise Services Team working with over 100 Domestic Franchisees in 900+ stores.
Sales & Use Tax and Property Tax filing over 8000 returns successfully outsourced this
process to achieve better results and compliance and obtain refunds from prior periods.
Heavily involved in IPO (August 1999) including the filing of the S-1 with the SEC to
sell 17% of Viacom s ownership of Blockbuster. Worked with two main investment-banking
firms (Solomon, Smith Barney and Bear Stearns) and outside counsel (Shearman & Sterling)
as well as external auditors (PricewaterhouseCoopers) in the S-1 process. Worked with the
then new Chief Financial Officer and the investment bankers on the road show presentation.
Reengineered accounting close process from 20-day process to 4.5-day process with
additional IT priorities and resources.
Replaced non-effective staff members elevating quality of staff and reducing external
audit fees by 25%.
Accounted for strategic alliance between Enron and Blockbuster on conservative basis with
no restatement required while Enron had to restate over $100 million in reported profit.
Worked with Viacom Internal Audit and Viacom Tax to improve reporting. After Blockbuster
went public, worked with outsourced department on Federal, State and International Tax
issues.
Finance lead member of cross-functional team for Finance/Human Resources/IT project
prioritization.
Successfully trained Vice President-Finance to take over many Controller duties allowing
new emphasis to be on cross-functional process reengineering and probable business process
outsourcing of non-core competencies for the corporation.
In 1998, promoted from Director of Mergers and Acquisitions to Vice President and
subsequently to Senior Vice President, Corporate Controller.
As Director of Mergers and Acquisitions, purchased 5 different video retail companies
totaling 50 retail stores with minimum investment hurdle rate of 25% pre-tax.
Completely reengineered methodology for acquisitions lowering prices paid to
approximately one-half of amount paid previously.
Worked on numerous additional strategic acquisitions that were completed after promotion
to Controller.
Premier Designs, Inc. in Irving, Texas March 1992May 1997
Director of Operations19951997
General Operations Manager1992 - 1995
Recruited to this privately owned costume jewelry distributor by the Founder/Owner to
organize and manage his small but fast growing company into a corporation.
Reporting to the Chief Executive Officer, managed over 100 employees in the following
departments: Finance and Accounting, Information and Data, Customer Service, Inspection,
Warehouse/Distribution, Warranty, and Purchasing. Additionally, designed and advised on
marketing promotional plans.
In 1995, promoted from General Operations Manager to Director of Operations (chief
operating officer) as a result of managing, hiring staff, and upgrading systems as company
tripled in size from 1992-1995. ROI was between 30% and 50% for each year from 1992
1996.
Prepared (1992 1994) and supervised (1995 1997) annual financial and capital
expenditures budgets. Prepared business plans annually including operational, financial,
and customer service goals. Analyzed monthly financial statements and investigated
variances from budget for reporting to the CEO. Hired key personnel to manage accounting
and finance matters.
Reduced inbound freight by 40% on jewelry. Redesigned packaging to reduce costs by 50%.
Negotiated confidential volume discount incentives with Federal Express and United Parcel
Service.
Redesigned workflow to reduce in-house processing of orders from 72 hours to 3 hours. The
redesign incorporates paperless picking with automated horizontal carousels, and scanning
of mailed and faxed orders using intelligent character recognition for order entry.
Justification for these plans required evaluating process flows and performing
cost/benefit analysis.
Managed and doubled inventory turns from 3.5 to 7.0 in fashion jewelry industry that
requires six to twelve week lead times through adoption of just in time purchasing and
monitoring of inventory levels. Additionally, reduced warranty claims by 33% and
backorders by 25%.
Spoke to annual conventions of national association of 600 attendees and motivational
meetings of 4000 attendees.
Fuqua Industries, Inc. and its Joint Venture, Qualex, Inc. October 1979March 1992
Area Controller19891992, Qualex, Inc., San Antonio, Texas
Manager of Internal Audit & Special Projects, 19861989, Qualex, Inc., Durham, North
Carolina
Group Controller, 19811986, Fuqua Industries, Inc., Atlanta, Georgia
Internal Audit Manager, 19791981, Fuqua Industries, Inc., Atlanta, Georgia
Fuqua Industries, Inc. was a NYSE publicly held conglomerate of 27 different companies
with total revenue of $2.1 billion. In 1988, Fuqua Industries and Eastman Kodak combined
their seven wholesale amateur and professional photofinishing and imaging corporations
into an $800 million joint venture with over 90 locations across the United States. As
Area Controller, had profit and loss responsibilities for 25 active photofinishing plants
with $240 million in revenue. Profits increased from breakeven to 15% for the active
amateur photofinishing divisions.
Arthur Andersen & Co. June 1976October 1979
Audit Senior, 1978 - 1979, Columbia, South Carolina
Audit Assistant, 19761978, Atlanta, Georgia
Performed financial audits for clients mainly in manufacturing industries.
Education: University of Alabama; Tuscaloosa, AL - Bachelor of Science, cum laude 1976
Accounting Major
Certified Public Accountant, South Carolina
Gary N. Golden
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