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Manager Management

Newtown, CT
January 31, 2014

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CPA Professional with proven business success leading a Global Finance Team

in achieving Forecast Accuracy and driving Cost Savings Programs to deliver

Business Profit Targets. Improved Forecasting Accuracy and reliability

through innovative standardized templates. Key strengths include

Collaboration across multiple functions, Staff Development and Mentoring,

Problem Solver. International business experience.

Core Competencies

Forecasting, Planning & Organization Optimization Business Process

Analysis Cash Flow Management Improvement

Drive Cost Savings Project Management

Internal Controls & Sox Problem Resolution ERP System Implementation

Compliance Business Integration Divestitures

Standard Cost Systems


Stanley Black & Decker, New Britain, CT 2013

Stanley Black & Decker is a global provider of hand tools, power tools and

related accessories, electronic security solutions, engineered fastening

systems and more. It has 45K employees and $10+B of revenues.

Senior Integration Manager

Provided program management oversight for integration activities of an

$850M acquisition delivering $35M in on going synergies.

. Led recurring status calls to monitor various project teams and

project risk.

. Collaborated with project teams to resolve issues and escalate as

required. Created bi-weekly updates to senior management including

scorecards on integration status.

. Processed all restructuring requests ensuring completeness and

provided management recommendations for shifting spending based on

working capital needs.

. Standardized integration execution Play Book to optimize efficiencies

in future integrations.

Procter & Gamble (Gillette/Duracell), Cincinnati, OH

1996 - 2012

The Procter & Gamble Co. provides branded consumer packaged goods to its

consumers around the world. It has 129K employees and $82+B of revenues.

Group Manager, Duracell - Global PS Financial Planning and Reporting,

Bethel, CT 2009 - 2012

Manage and develop a staff of five responsible annual planning process;

forecasting Global Cost of Goods Sold ($1.5B), Inventory ($350MM) &

Capital ($90MM), including Free Cash Flow, Monthly reporting of actuals vs

targets, and communication of Risks & Opportunities to management. Manage

Global Standard Costing Process and Inter-Company Billing Pricing. Co-

ordinate forecast with cross-functional groups: Supply Planning, Global

Purchases, Sales Regions & Engineering. Compile Quarterly Sox Compliance

letter for Product Supply activities (P&L, B/S, incl Reserves and off

balance sheet risk) and oversee Internal & External audits, develop and

implement new policies/procedures as needed to maintain a high score on

Internal Controls.

. Standardized the Forecasting process to include a consistent

template used globally by 7 plants, reducing the forecasting

timeline by 20% and enabling the Global group to prepare ad-hoc

analysis without creating a burden on the plants. This also

improved time for Analysis of Actuals vs Forecast by 50% (5 days).

. Collaborated with Supply Planning to implement a new Inventory

Forecasting Process Globally. This created standardized reporting

and a consistent approach to the forecast. Resulted in

clearer/consistent Management Reporting which led to the reduction

of inventory by $20MM.

. Delivered Restructure savings of $5MM annually through outsourcing

and moving operation to more cost effective region.

. Managed and developed a staff of 5 direct reports. Fostered a

continuous learning environment which led to the promotion of 3

individuals in two years.

Business Process Manager, Bethel, CT

2006 - 2009

Selected to lead the SAP implementation for all Financial Activities,

including Inventory, Spare Parts, Fixed Assets, Capital, Accounts Payable,

Process Orders, Plant and Admin Budgets, Cost Accounting, Cross Border

Shipments. Finance lead for Integration Legacy Policies into P&G standards

(incl, standard cost, capital, spare parts, I/C billing price, 4/4/5 vs

calendar month end).

. Achieved successful SAP implementation within project

budget($3.5MM), while maintaining a resource neutral transition

across all processes.

. Resolved key issues with Business Experts to successfully

implement Consignment Inventory module that enabled $20MM to stay

off balance sheet.

. Developed Process for proper Freight accruals of WIP shipments

between production sites that was not part of the Standard SAP

rollout package ensuring proper timing of $3MM of expenses .

. Led Duracell Finance team on integrating Legacy Policies into P&G

SAFE guidelines (incl, standard cost, capital, spare parts, ICBP,

4/4/5 vs calendar month end & others).

. Lead Procure to Pay module integration in SAP, enabling smooth

transition for suppliers totaling $600MM+ of spend and no vendor

issues during transition.

. JDEdwards (JDE) business process expert

Plant Finance Manager (CFO), Wrexham, UK

2005 - 2005

Chosen to temporarily fill open Plant Finance Manager role in the UK.

Responsibilities included Forecasting and Actuals ($6.2MM), Supply Chain

Planning, Procure to Pay, Supplier Quality, Payroll Function and manage a

staff of 8, Manage project to transition production from the USA to the UK.

. Managed Supplier issue resolution with our Quality Group.

Uncovered a change to our supplier quality protocol that created

significant defective product ($.5MM) in our packaging operation.

Implemented additional Quality Control Inspections at the supplier

to ensure proper specifications on our product. Reduced defective

product by 65%.

Asset Accounting Manager, Bethel, CT

2001 - 2005

Coordinated annual costing process globally, managed accounting activities

for USA Contract Manufactures(CM), reduced $4.0 MM of inventory from CM

balance sheet, F&A lead on Consignment inventory team (reduced RM by

$30MM), JDE Business expert including, creating new processes, implementing

and monitoring internal control policies, F&A lead on A/P move to Boston

(eliminated 10 FTE).

. Developed plan to have CM purchase all Pack Materials directly vs

being inventoried by Duracell (savings of $4.0MM of inventory).

. Collaborated with Purchasing to shift $30MM of inventory to

consignment, while ensuring all Supplier Contracts met GAAP

requirements for classification as consignment.

Other Related Experience 1989 - 2001

Progressively increased responsibilities. Led the Duracell F&A team to

transition the Order Fulfillment Module from JDE to SAP (Gillette System).

Implemented the following systems: IVIS Fixed Assets Globally for Duracell,

JDE implementation for Contract Manufacturers and manufacturing and

inventory modules for Duracell plants..

Senior Accountant for regional CPA firm. Planned and executed audits,

review and compilations; prepared financial statements, including

disclosures, management letter and reviewed recommendations with

management; prepared corporate, partnership and individual tax returns



Bachelor of Science degree in accounting

. Proficient in various software applications including: SAP, Source One,

JDEdwards, Microsoft Office Products, Visio

. Fluent in Portuguese



ACTIVITIES: University of Connecticut Men's Soccer Team (Division 1,

lettered 4 years)

Treasurer, Portuguese Memorial Scholarship[pic]

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