Lisa M. Dudley

*** **** **** ****, *****, NH ****0

ac1vl7@r.postjobfree.com

1-603-***-****

Technical Expertise

Excel, Word, PowerPoint, MONARCH, Microsoft Outlook, PLM, TBS, Rockblocks (ARIGO), COGNOS, Showcase, SAP (GL and PO), Quickbooks, Sharepoint, Syteline, Manman, Concur, ADP, BPCS

Education

New England College, Dover, New Hampshire B.A., Finance, 1994

Experience

Safran Aerospace Composites, Rochester, New Hampshire Staff Accountant, Nov 2012 to current

Manage the tasks for Accounts Receivable, Accounts Payable, Banking, Treasury, Fixed Assets and Employee Expense reporting. Responsible for Payroll and month-end journal entries. Administrator for Concur and Corporate Credit Card program. Reconcile and report Intercompany balances.

Successfully transferred the AR, AP, Banking, Treasury, Journal Entries and a portion of the Fixed Asset Program to Mexico maintaining a relationship to ensure that processors were trained and vendor accounts reconciled timely.

Created the Cost Center Reporting tool, organized meetings to review the monthly expenses as well as support forecasting and budgets.

Timberland, Inc., Stratham, New Hampshire Analyst, Oct 2005 to Oct 2012

Developed costs for Footwear / Apparel. Managed the Capital Process (CER). Processed intransit and samples entries. Developed the Apparel sample prices. Finance expert for Apparel as well as PLM footwear contact.

Performed year end Fixed Assets (LDM) analysis determining the tooling charges for the following year. Created the mold write off file working closely with the PD/PM teams. Directed the workload of 2 temporary employees to ensure that this project was completed in a timely fashion.

LDM (Last, Dies and Molds) This was a very labor intensive project. We have streamlined the CER process and created a spreadsheet that manages the LDM data needed to set standards and analyze LDM. This project will result in a savings of 240 man hours.

Headcount reduction – Working with cross functional teams and excellent excel skills streamlined the standards setting process to reduce the number of employees from 2 1/2 to 1 saving the company time and money.

Employment Services, Portsmouth, New Hampshire reporting to Timberland, Inc., Stratham, New Hampshire Cost/Financial Analyst, June 2003 to Oct 2005

Coordinated the development of standard costs with the product sourcing group. Prepared bi-monthly gross margin analysis report. Maintained standard cost integrity and control in the BPCS system. Reviewed travel expense reports for adherence to corporate guidelines. Analyzed fabric liabilities determining course of action.

E.H.M.I., Newmarket, New Hampshire

Bookkeeper/Accountant, March 2003 to September 2003

Kelley Staff Leasing, San Diego, C.A. reporting to Metropolitan Life Insurance, Portsmouth, New Hampshire

Personal Marketing Assistant, June 2002 to January 2003

Dover Middle School, Dover, New Hampshire

Assistant to the Dean, March 2002 to June 2002

Celestica, Inc., Newington, New Hampshire

Business Analyst / Cost and Inventory Analyst, 2001 – 2002

Sole financial support, performing financial analysis for a manufacturing business. Directed cost and inventory accounting, accounts payable (A/P), variances, gross profit margin analysis and month-end duties.

Implemented the analysis tools with the BPCS environment. Created and documented all financial processes related to the BPCS environment and relative to the job title. Converted and implemented the BPCS and the MANMAN systems to the Lowell environment. Updated SQL queries and processed data through MONARCH models. President of Celestica Club.

AP Reconciliations. Performed the analysis, developed the process and created the tools necessary to perform the Accounts Payable account reconciliations. This resulted in a $4,000,000 recovery.

Scrap Expense. The process to review and write off scrap dollars was cumbersome and ineffective. Reviewed the current process, put a team together and created the Auto Scrap process which allowed minimal scrap dollars to flow to the P&L using a back-end approval process. This freed up time for many individuals allowing for a more in-depth review of other discrepant material.

Financial Process Analyst, 1999 – 2001

Reviewed, developed, and updated financial processes. Worked with Information Technology (IT) to streamline reporting packages. Physical inventory administrator providing support to inventory teams with $200,000,000 in inventory. Managed process development throughout the site. Supported Receiving, Non-Conforming Material (NCM), Request for Material Authorization (RMAs), and Inventory Controls departments. Ensured that controls were in place to meet audit requirements. Acted as a MONARCH trainer - Received the Employee Level Two Award.

MONARCH Trainer. Developed training class, taught employees the uses for MONARCH, continued to serve the site as a resource and created models for individual uses. Site savings >$6,000.00.

Corporate Inventory Team. Multiple department team created to review current processes, document and ensure audit compliance. Team won an award for ISO9002 compliance.

Accounts Payable Manager, 1998 – 1999

Managed a staff of four to six employees. Evolved the position from a temporary assignment to a permanent title. Performed day to day activities as well as special projects.

Headcount Reduction. Worked with IT department to create reports to assist in the analysis of accounts. Streamlined and created processes that reduced workload and in turn reduced headcount from six to four employees. As a result, the company saved $40,000.

Accounts Reconciliation. Aged and analyzed accounts. Attacked aged items reducing the accounts by $5,000,000.

Staff Accountant, 1997 – 1998

Developed monthly variance reporting and communicated results to the customer. Reviewed and audited current inventory flow processes. Directed multiple department teams to develop DPA driven projects to meet customer requests. Supported physical inventory audits. Managed transition processes during the company divestiture. Transferred reconciliations to Hewlett-Packard (HP) with minimal aged items. Continued to work with HP after the transition to ensure understanding of reconciliations.

A/P Metrics Reporting. There was a business need to develop A/P weekly metrics for management review. Created the tools and presented the results to management. Metrics used to reduce problem log from a $15,000,000 account to a $3,000,000 account.

Expense Approvals. Streamlined expense approvals process by using LOTUS NOTES requesting authorization of service. This process reduced data entry, loss of invoices, and tracking time which ultimately led in the reduction of one headcount, saving the company $20,000.

Hewlett-Packard, Exeter, New Hampshire

Accountant – Accounting Service Center Manager, 1994 – 1997

Managed inventory reconciliations, GIT, physical inventories, reporting, auditing and standards revision. Primary contact for the Financial Service Center (FSC) working closely to resolve aged inventory line items. Communicated with domestic and international entities, resolving billing issues.

Accounting Service Center Manager, processed all forms on site including travel expenses, Disbursements Vouchers (DVs), petty cash, approved the authorization levels, and forwarded forms to the payroll and Financial Service Center for payment. Operated as the capital and record retention administrator, developing successful programs for the site.

Goods in Transit. This inter-company account had aged and grown to $17,000,000. Reconciled the account by running HP software macros throughout the night, returning in the morning to have the details printed. This process ran all night which eliminated the need for personnel to run the data, saving the company approximately $15,000. The account was reduced by $13,000,000.

Capital Administrator. Developed and implemented site wide capital program. Passed audit with 100% compliance, 2 years in a row.

Junior Accountant, 1990 - 1994

Inventory, standards reevaluations, physical inventory reconciliations, cycle count audits, month-end close, and journal entries.

Headcount Reduction. Streamlined the standards setting process, saving the company $15,000 annually.

Community Service

Director of Dover Youth Softball, President of Boosters for Dover Youth Softball, Girl Scout Leader, Students Against Drugs Advisor for Dover Police Department, President of Boosters for Xtreme Softball Club

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