Manager Project

Douglas R. Stofan

*** ******** ***** ** *** *** Albuquerque, New Mexico 87106Ú Telephone: 803-***-****: douglas.stofan3@gmail.comÚ Linkedin: https://www.linkedin.com/pub/douglas-stofan/19/741/7b6

Director of Global Finance/Turnaround & Business Process Reengineering

BS (Business Administration with concentration in Accounting), Bilingual (English/Conversation Spanish), business/ financial/business process transformational professional, with more than 20 years of financial analysis experience, working closely with senior management in directing financial initiatives, managing turnaround situations and exceeding performance targets for organizations such as: Wells Fargo, Duke Energy, The Shaw Group and Accenture.

Experience includes, recruited to The Shaw Group in Charlotte, North Carolina as Nuclear Group Controller/Director of Project Accounting for the Power Group charged with managing 3 finance directors and 150 fulltime employees directly supporting a $3 billion annual project budget that achieved in 1-year cost savings in excess of $500 million.

Areas of Expertise

Creating Investor Value

Directing Merger & Acquisition Activities

Strategic Financial Planning & Execution

Managing Startup/Turnaround Situations

Forming/Leveraging Strategic Business Alliances

Implementing Continuous Process Improvements

Maximizing Cash Flow & Return on Investment (ROI)

Career Highlights

Entrusted by senior management with designing and implementing an integrated program/project reporting system at Duke Energy in 2014 designed to enhance capital optimization within Grid Solutions. Consequently, implementation was completed in 1 year that improved in 2004 capital optimization by $57 million, with an additional organizational implementation opportunity impact of $780 million.

Played a key management role in defining, developing and implementing a regularly scheduled detailed project review process at The Shaw Group in 2008. The solution was developed and implemented within 3 months, enhancing profitability in 2008 by $450 million.

Developed in 18 months, a new finance center consisting of 41 resources in Atlanta for Accenture beginning in June 2005. Subsequently, the overall profitability for the clients supported within the new Atlanta Finance Center increased in excess of $30 million in 2006.

Directed ongoing financial program management oversight of 40 finance professionals, and 4 strategic “Diamond” clients at Accenture in 2004, with overall client profitability enhanced by $55 million in 2004 through the implementation of a wide-array of new program processes, procedures and reporting initiatives.

Benefit Statement

A convincing communicator with a demonstrated 20+ year track record of experience operating in multi-billion-dollar corporations in translating business issues into risk mitigating actions by building internal system controls and managing turnaround situations that consistently reduced operational costs while increasing bottom line profitability.

Key Areas of Competency

Board Level/Formal Presentation Skills

Supporting Multiple Business Locations

Building & Leading High-Performing Teams

Overseeing Internal/External Audit Management

Managing Business Transformational Initiatives

Utilizing Benchmark & Best Practice Techniques

Evaluating & Addressing Financial Performance

Multi-Million Dollar Contract Negotiations/Deal Structuring

Professional Experience & Accomplishments

Wells Fargo Ú Charlotte, North Carolina Ú 2015 to 2018 (Left due to personal reasons)

(A large financial institution in the U.S. generating $80 billion of revenue in 2017 with 270,000 employees)

Project Director – Directed the implementation of multiple enterprise-wide programs to reduce organizational cyber risk and enhance organizational profitability.

Implemented a new space utilization program providing space optimization metrics and analysis that ultimately reduced occupancy costs by $310 million over a 2-year period.

Douglas R. Stofan Page Two

Directed the implementation of two separate global cyber-security programs valued at $70 million and $500 million. Benefits included the reduction of cyber risk, elimination of redundant operating systems (6) and operational cost savings estimated at $15 million dollars annually.

Duke Energy Ú Charlotte, North Carolina Ú 2011 to 2015 (Left due to contract being completed)

(The largest electric utility in the U.S. generating $24 billion of revenue in 2014 with 48,000 employees)

Consultant – Scope of duties consist of designing and implementing PMI-centric key performance indicators and trend analysis to reduce project risk and focus on the enhancement of organizational capital optimization strategies.

Developed a new Grid Solutions Project Scheduling Group to ensure the value-added and timely reporting of project schedule results for projects/programs ranging in value from $1.2 million to $1.8 billion during calendar year 2014.

Utilipath, LLC Ú Mooresville, North Carolina Ú 2010 (Left due to personal reasons)

(A utilities/telecommunications company)

Director of Change Management – Primary duties focused on evaluating and developing solutions to optimize efficiencies, enhance productivity profitability and mitigate risk within the organization.

Developed and implemented over a 3-month period a comprehensive account payable process solution designed to optimize organizational efficiencies during a 15% market share increase, while simultaneously reducing processing costs by $2.8 million.

The Shaw Group Ú Charlotte, North Carolina Ú 2007 to 2009 (Left due to divestiture from The Shaw Group)

(An engineering, construction and fabrication company)

Nuclear Group Controller/Director of Project Accounting – Responsibilities included implementing an electronic 3-way match program to move efficiently and effectively process accounts payable invoices that provided the opportunity to secure early discount payment terms from vendors and subcontractors. In 1 year, cost savings projected on existing backlog ($20 billion) were in excess of $500 million.

Developed and implemented an “Emerging Leaders” program that focused on identifying and retaining top-performing finance resources while simultaneously implementing an internal finance training regimen designed to “up-skill” existing finance personnel.

Accenture (formerly Andersen Consulting LLP) Ú Atlanta, Georgia Ú 1997 to 2007 (Left due to travel 100% of the time)

(A consulting, outsourcing and technology company)

Global Finance Director, New Business (2006 to 2007) – Charged with directing all financial activities for newly developed global operating unit (1 of 6 global operating market segments/units). Projected annual revenues were $150 million in 2008 and escalated to $3 billion globally.

Initiated and directed a new global initiative to refine acquisition strategy and post-merger integration processes and procedures that accomplished the following 2 items: 1) Reduced number of people involved in the integration process; and 2) Achieved a $1.8 million organizational savings.

Senior Manager-Atlanta Finance Center (2005 to 2006) – Responsible for evaluating and assessing all of the outsourcing pricing models, assumptions and risk profiles for all potential new projects. Project values ranged from $3 million to $50 million.

Developed a finance center consisting of 41 resources within an 18-month period to support all of the financial activities for 30+ clients generating annual revenues in excess of $300 million.

Senior Manager-North America Financial Services Lead (1997 to 2005) – Responsible for the financial oversight of approximately $900 million (annualized) of revenue for all clients aligned to the Financial Services North America Operating Unit. Directed the management and development of 90+ finance professionals.

Designed, developed and implemented a comprehensive regimen of project internal/external reporting processes and controls for 90 individuals that managed approximately $900 million of combined projects which minimized operational risk and enhanced program profitability 3% ($2.7 million) across the North America Financial Services Operating Group.

Academic Credentials & Technical Expertise

BS in Business Administration with concentration in Accounting

Winthrop University, Rock Hill, South Carolina

MS Office Suite (Word, PowerPoint, and Excel) / SAP & JD Edwards Software

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