JIM BUCK, CPA, EMBA, CGMA P: 302-***-**** Greenville, NC 27834 E: firstname.lastname@example.org
FOCUS: CHIEF OPERATING OFFICER (COO) / FINANCIAL EXECUTIVE (CFO) MANUFACTURING
FORWARD-THINKING, MOTIVATING LEADER –– applies financial and business expertise to drive significant revenue growth, financial sustainability, and operating efficiency in real estate, produce, landscaping, and marine manufacturing operations.
SOLUTIONS-ORIENTED, “CAN-DO” FINANCE EXECUTIVE –– develops, monitors, and evaluates overall corporate strategy with leaders to increase bottom-line performance and working capital. Leverages analytical financial insights to improve operational processes. Expert in planning, budgeting/forecasting, big data analytics, and financials to facilitate sound decision-making.
ENTREPRENEURIAL-MINDED AND ADAPTABLE –– inspiring teams to achieve results, championing competitiveness and innovation.
9% ROI ● Saved $8M in Taxes ● Increased Return on Assets 7% ● Streamlined Processes w/ Reporting by 13 Days ● Instituted First-Time Controls & Procedures ● Salvaged $400K+ in Costs ● ~$5M+ P&L ● Led National Teams to 18 Members, 6 Locations
Corporate Financial Strategy
Metrics / Data Analysis
Talent Development / Coaching
Monthly Administrative Reporting
Budgets / Forecasting
Finance / Accounting Operations
Tax Planning & Auditing
Customer Service Excellence
Policy / Procedure / Controls Reengineering
Risk Management & Compliance
Negotiations & Decision-Making
Human Resources Management
Expansion Activities (Investments, M&As)
Short & Long-Term Strategic Planning
ICONIC MARINE GROUP, GREENVILLE, NC 2018 to PRESENT
Marine Manufacturer of Fountain, Baja & Donzi brands, Startup in 2016 with revenues of $5M in 2016 growing to $28M in 2018.
DIRECTOR OF FINANCE, 2018 to Present $500K P&L 9 Direct Reports Report to: CEO
Hired as Controller, quickly promoted with additional management responsibilities including IT, Bill of Materials, Work Orders and Production Scheduling departments.
Driving growth while building high performance teams, creating policies and procedures and correcting inventory management while adding $450k back to bottom line.
PETTINARO MANAGEMENT, LLC, NEWPORT, DE 2013 to 2018
$900M family-owned, 50+ year real estate development and management company; ~125 commercial and residential properties.
CHIEF FINANCIAL OFFICER (CFO), 2014 to 2018 $2M P&L 12 Direct Reports Report to: CEO & COO
Promoted to assess division, propose hiring recommendations, establish policies/procedures, including software to manage 12 properties, 2500 units, and train 75 employees to utilize software. Maintain $400M mortgage portfolio. Lead 11-member team including Payroll, Accountants, IT Department, and Human Resources. Oversee job costing, work in process Adjustments for long-term contracts based on completion percentage. Build and maintain excellent banking and lending relationships. Forge strategic alliances with vendors and business partners.
Streamlined processes, saved multimillions in taxes, and provided insights to short- and long-term growth plan.
Generated 9% ROI –– leading purchase of $100M and 5-property acquisition, including mix of 5 office and retail properties.
Cut $8M in taxes; replaced 8 properties with 1031 exchanges. Boosted performance with minimum ROI for 3 segments.
Increased return on assets by 7% coupled with deferring taxes.
Accelerated efficiencies and innovation by convincing upper management to invest in consolidating from 4 software programs to 1 software program. Implemented software for 125 companies and 200 employees.
Shortened revenue cycle by 7 days, strengthened efficiency of responding to tenant maintenance requests by 6 days, and reduced paper stream via online document management.
Decreased reporting by 13 days. Streamlined A/P process, reducing approval time by 4 days.
CONTROLLER, 2013 to 2014 $2M P&L 3 Direct Reports Reported to: CFO
Appointed to oversee all financial functions while driving financial strategy. Documented and assessed procedures and controls of previous real estate management company. Generated company financial statements and budgeted for all properties with estimated revenue of $45M. Coordinated, planned, and executed setup of OneSite Residential software to manage 2,500 residential units. Upgraded provided residential portal, online payment processing, and online leasing.
Accelerated efficiencies and promoted innovation, incorporating 75 jobs and coaching staff.
Fostered change –– transferred 1,800 residential units from outside management to in-house management –– adding 75 jobs and training staff –– as well as coordinating transferring service vendors for 7 properties valued at $270M.
Bolstered efficiencies by engineering first-time controls and procedures for internal management of residential units.
confident. passionate. adaptable. solutions-oriented.
TERRA SCAPES, STONE HARBOR, NJ 2008 to 2012
$1M design, build, and full-service maintenance landscape company serving multiple beach communities with 18 employees.
OWNER / PRESIDENT Oversaw Southern New Jersey Beaches Territory $1M P&L 18 Direct Reports ~225 Customers
Purchased $250K landscape company with a focus on accelerating revenue, hiring and retaining qualified staff, while providing exceptional products to customers. Managed all accounting functions, including tax planning and preparation, payroll tax, sales tax, forecasting, and budgeting. Designed, estimated, and supervised installation of landscapes and hardscapes.
Set short- and long-term goals with concrete action plans, targeting growth areas and devising market strategy.
Grew company from $250K to $900K by developing solid marketing plan.
Drove 20% revenue growth. Increased customer base by $750K and approximately 120 customers.
Decreased delivery time and “wow” factor of estimates while increasing job acceptance rate 35% by utilizing CAD design.
Slashed labor hours by 21% by integrating job scheduling software.
LUHRS MARINE GROUP / SILVERTON MARINE, MILLVILLE, NJ 1994 to 2008
$250M international yacht manufacturer and parent company of Silverton with 1,500 employees in 6 locations.
CHIEF FINANCIAL OFFICER (CFO), 2003 to 2008 Led 6 US Locations $5.5M P&L 7 Direct Reports Reported to: President
Appointed to perform and manage and revamp accounting, financial reporting, and strategic planning functions: budgeting, forecasting, pricing, dealer incentives, cost accounting, and financial analysis, and reconciliations. Corrected bills of materials for boat lines. Managed corporate 401k and ESOP plans for ~2,900 employees. Active member of R&D Team, passionately driving new product and existing product innovations. Provided year-end tax planning for consolidated company and coordinated external audit.
Directed startup and acquisition of 66K sq. ft. facility in MD to expand production for 55’ yacht –– generating $23M in revenue. Worked with plant manager to hire staff, create budget, acquire equipment, and negotiate service contracts.
Fueled growth and expansion by spearheading search, financing, and start-up of new manufacturing facility to produce 50’ and 52’ yachts with plant –– adding $23M in annual sales within the first full year of operation.
Identified errors impacting P&L by $225K. Saved $435K –– deployed corrective procedures by auditing and verifying BOM.
Salvaged company approximately $325K in incentive discounts by negotiating contract with engine manufacturer.
Elevated production efficiency by 7% and cost vs. budget by 16%. Coordinated, trained, planned, and supervised transition for 65 users from DOS-based program to new Glovia ERP software.
Reduced physical inventory process –– 1 week to 2 days; created inventory management system with bar code program.
Expanded operations with analysis, creation, and management of $18M manufacturer incentive plan offered to international dealer network.
CONTROLLER, 1996 to 2003 $2.5M P&L 7 Direct Reports ACCOUNTING MANAGER, 1994 to 1996 5 Direct Reports
Initially hired as Accounting Manager to direct accounting for small parts company along with monthly statements and execute year-end audit. Promoted to Controller to oversee costing and pricing of yachts, dealer incentives, annual budget and audit, physical inventory, and monthly financial package.
Helmed strict deadlines, building high-performance team while driving growth and efficiencies.
KPMG – AUDIT SENIOR, WILMINGTON, DE 1991 to 1994
EDUCATION & CREDENTIALS ASSOCIATIONS
Executive Master of Business Administration (EMBA) – Temple University, Fox School of Business, Philadelphia, PA
Bachelor of Science – Accounting – Rutgers University, School of Business, Camden, NJ
Certified Public Accountant (CPA) – The State of New Jersey Chartered Global Management Accountant (CGMA) – AICPA
New Jersey Society of Certified Public Accountants (NJCPA) American Institute of Certified Public Accountants (AICPA)