Accounting Director

JOHN ROGAN

C: 973-***-**** * ****.********@*****.*** Flanders, NJ 07836

FORECASTING / BUDGETING * FINANCIAL ANALYSIS / REPORTING * TEAM BUILDING

Accounting Executive with extensive experience in B2B, Industrial, Consumer Electronics and Service industry sectors. Lead accounting senior managers and teams of up to 13 in financial and accounting support to business unit divisions with over 530 employees and sales of over $1B. Support Divisional President and CFO in strategic decision making, and forecasting financial results and GAAP compliance activities. Serve as key liaison to internal and external auditors to ensure accurate financial reporting within streamlined timeframes and budget. Highly adept at developing, mentor and engage young accountants to apply best practices, understand workflow and business context and aspire to future career growth within company.

AREAS OF EXPERTISE

Forecasting / Budgeting

SOX Process Controls

Team Building / Engagement

Financial Analysis / Reporting

Quarterly Audit Reviews

Coaching / Mentoring

Monthly Closings

Process Improvement

Communication / Presentations

SELECTED ACCOMPLISHMENTS

Partnered with Sales and Product Heads to resolve excess Distributor Inventory improving sales forecasts by 10%

Led team in improvement of Audit Review process shortening timeframe by 2 days and saving $150k in billable hours

Developed Financial Reporting & Resource Allocation Tools to aid Executive strategic decision making capabilities

Partnered with key stakeholders to implement stringent SOX Operational Controls on all business processes.

One of four leaders selected by CFO to attend five-month Executive Managerial Accounting Training Program

PROFESSIONAL EXPERIENCE

NJ RETINA, UNION NJ Feb 2017- August 2017

Contractor hired to assist in the on boarding of Opthamologist Practices

Created Cash Flow Analysis for 80 potential Opthamologist Practices

Tracked Forecast start-up Costs and updated and reported to CFO as needed

Built a 4 Year P&L forecast to easily track Legal, compliance, credentialing and practice valuation based on timing of doctors on boarded

Met with department heads to gain understanding of headcount needs.

Built a 4 Year Payroll worksheet that calculates full salaries based on doctors on boarded

Worked with 3rd Party to assist with the questionnaire of calculating the fair market values of the Doctor Practices

Presented to CFO and entire team the first draft of the Revenue and Profit benefits of being on boarded by NJ Retina

Assisted the Accounting Team in preparing standard operating procedures

Researched Various Accounting Software Options. Analyzed the cost and benefits and presented this to the CFO and 2 Controllers

PANASONIC CORPORATION OF NORTH AMERICA, NEWARK, NJ 1987 – NOV 2016

Director of Accounting, Panasonic System Communications Company of North America, (2014-2016)

Lead team of three senior managers and accounting team of 13 in financial and accounting support to business unit division with 530 employees and sales of $1.3B. Report directly to business unit president and support CFO providing weekly updates on actual and forecasted financial results and GAAP compliance confirmation. Support KPMG team on quarterly audits. Mentored and develop team to understand workflow and business context.

Partnered with Sales and Product Heads to resolve excess Distributor Inventory improving sales forecasts by 10%. Managed accounting team to create Inventory Tracking Tool identifying accurate inventory and turnover levels by seven product categories and 11 distributors and institute approval process for excess levels.

Partnered with Sales and Product Heads to address Distributor return inventory problem saving $300k in distributor freight costs for returns within four months. Managed accounting team to create Distributor Return Tracking Tool identifying Distributor quarterly product return levels and instituting approval process.

Led senior team in improvement of Audit Review process shortening audit timeframe by two days and saving company $150k in billable hours.

Met with external auditors to develop agreement on advanced requirements and notification from each party including questions and critical account data and variance explanations.

Moved up due date by one day for Critical Account Analysis to be completed by staff accountants

Developed worksheet to record list of critical accounts and cross-reference with timelines.

Group Accounting Manager, Panasonic System Solutions Company North America, (2012 – 2014)

Led accounting team of 13 including three senior managers in financial and accounting support to business unit division with 530 employees and sales of $1.3B including preparing annual budgets, creating inventory forecasts, and conducting expense analysis. Oversaw balance sheet with $100M in reserves; created and presented monthly P&L results to 20 departments and cash flow forecasting to CFO and product heads in Japan. Report to Director of Accounting.

Designed and developed new Financial Reporting and Resource Allocation Tools for Business Unit heads in US and Japan to enhance strategic decision making capabilities.

Created one-page Financial Summary Report with KPI’s to provide management with quick snapshot of cash position, inventory, profit and sales for strategic decision making.

Created virtual Vertical P&L Reports by sales, gross-profit, marketing spend, and overall operating profit to provide management with first-time profitability information by vertical market.

Developed Resource Allocation Worksheet including employee time spent on each product category to better analyze headcount and fixed cost structure.

Volunteered to assume responsibilities of managing quarterly KPMG Audit to free up time of Director of Finance to support Division President and CFO. Managed team of three Senior Managers to prepare for transition and provide clear financial analysis improving efficiency of communications with auditors.

Partnered with Director of Finance to spearhead Operational Excellence Initiative including engaging staff of 12 Accountants in conceiving, developing and implementing 48 cost cutting and process improvement projects over six-month timeframe saving company over $ 500k.

Evaluated and mentored staff before project implementation based on objective met, quality of presentation, benefits realized, difficulty and overall effort; reviewed progress monthly.

Met with Business Unit heads to discuss project topics to measure potential benefit.

Group Accounting Manager, Panasonic Solutions Company, (2009 – 2012)

Led team in Organizational Assessment Study to integrate four Accounting Departments into one centralized department to provide newly merged business units with improved consistent financial analysis reporting while reducing operating costs.

Assessed roles and responsibilities of 29 employees; identified new organizational structure.

Worked with HR to assess talent skillsets and match to new roles.

Conducted balance sheet analysis and identified future best practices for 7 product categories.

Met with BU Heads to review current reporting and develop future reporting requirements.

Presented key recommendations to President of Division and VP of Finance including new organizational structure, and Financial Reporting; kept morale strong by remaining positive despite tumultuous time.

Created and staffed new centralized Accounting Organization with team of 13 to support seven product categories and 530 employees reducing by 2.5m operating costs annually without losing service to business.

As part of Executive Seminar for Managerial Accounting Training Program, improved Inventory Distribution Model for laptop products resulting by establishing budget optimal Inventory levels of 30 days with three US Distributors maintaining overall inventory at business plan levels while reducing overall obsolescence inventory by 15%

Researched monthly sales trends of laptop products; analyzed and identified trends of high level inventory in US Distributors; worked with Vertical Heads to improve sales forecasting; implemented new approval process.

Discussed problem and recommendations with US CFO and Divisional President and came to agreement.

Oversaw staff to develop Channel Inventory Aging Report enabling sales to easily identify product obsolescence.

Traveled to Japan to present recommendations to Global Panasonic CFO and Steering Committee.

One of four leaders selected by U.S. CFO to attend five-month Executive Seminar for Managerial Accounting Training (ESMA) to identify business problem, present recommendations to leaders in Japan.

Group Accounting Manager, Panasonic Computer Solutions Company, (2007 – 2009)

Partnered with Accounting and Business Unit Heads and Operations to implement stringent SOX Operational Controls on all business processes to support new federal Sarbanes Oxley regulations and ensure accurate financial statements. Passed yearly internal/external audits Y0Y.

Senior Accounting Manager, Panasonic Communication Company of North America, (2005 – 2007)

Led team of seven Accountants and one Manager in support of business with $ 200MM in Sales and 150 employees. Provided Profitability Analysis for our Dealer and Distributor Copier Business.

Designed and developed new Profitability Report Tool containing sales, gross profits, and overall operating profits of 50 Dealer/Distributors providing President and Product Heads with first time ability to understand profitability margins and increase product prices for overall profitability gain of $300k.

Senior Accounting Manager, Panasonic Consumer Electronics Company, (2003 – 2005)

Led team of five Accountants and one Manager in oversight of inventory, GP and product P&L for 30 products with sales of $ 3.5B. Created Gross Profit Margins Report providing Product Marketing and Accounting Managers with summary of costs, sell price and gross profit margins for all product categories improving approval process by one day.

Accounting Manager, Panasonic Industrial Company (Battery Sales Group), (2000 – 2003)

Worked with Financial Analyst to create Customer Profitability Analysis Report enabling Product Managers to improve gross margins by assessing profitability by customer.

Assistant Accounting Manager, Panasonic Industrial Company (Battery Sales Group), (1998 - 2000)

Managed team of six in support of business with sales of $500M and 175 employees. Oversaw control of expenses and customer P&L’s to ensure financial closings. Reported monthly sales and GP results. Developed corporate policy.

Held several additional accounting roles for Panasonic prior to 1998.

EDUCATION

BS, Accounting, Seton Hall University

Technical Skills: Microsoft Outlook, Word, Excel, and PowerPoint; SAP.

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