WILLIAM R. WOODARD aceskb@r.postjobfree.com 281-***-****

PROFESSIONAL EXPERIENCE

JIMERSON UNDERGROUND, INC., Stafford, TX Apr 2013 – Present

Accountant

Perform general ledger accounting and financial reporting

Process account and daily cash and bank reconciliations

Handle the monthly close process

Process payroll and related entries

Assist with internal and external audits

Perform special projects as required

GULF COAST WINDOW COVERINGS, Houston, TX Jun 2007 – Mar 2013

Staff Accountant

Performed general ledger accounting and monthly close/financial reporting and analysis

Processed account reconciliations, financial consolidations, and credit and collections

Cross-trained and handled A/R, A/P, and PR duties for this mid-size private company, when needed

RHJ-JOC, INC., Houston, TX Nov 2005 – May 2007

Finance Manager

Handled job order contracts

Recruited and pre-qualified construction-related contractors

HOUSTON COMMUNITY COLLEGE SYSTEM, Houston, TX Apr 2002 – Nov 2005

Supervisor – Accounts Payable

HOUSTON INDEPENDENT SCHOOL DISTRICT, Houston, TX Sep 2001 –

Apr 2002

Associate Teacher – English, History and Mathematics

CONTINENTAL AIRLINES, Houston, TX Aug 1984 – Sep 2001

Manager – Interline Accounting – Operations (Apr 1999 – Sep 2001)

Supervisor – Interline Billing (Mar 1992 – Apr 1999)

Supervisor – Sales Accounting (Nov 1990 – Mar 1992)

Fixed Asset Specialist (Jun 1989 – Nov 1990)

Supervisor – Corporate Accounting Systems (Aug 1984 – Jun 1989)

EDUCATION

UNIVERSITY OF PHOENIX

Master of Business Administration – E-Business

TEXAS SOUTHERN UNIVERSITY

Bachelor of Business Administration in Accounting / Management

COMPUTER SKILLS

Master Builder, Timberline 9.4, PeopleSoft 8.8, PIC, E-PIC, RFMS, Word, Excel, PowerPoint, Turbo Tax, and QuickBooks

ACCOMPLISHMENTS

Reduced processing delays during monthly close process. While at Continental observed canvas bags used for

transporting billable documents, were being replaced because of theft, delayed return and misuse. Additionally, delayed

and / or missing information created accounting delays, report delays and closing information delays. Conceived using

a disposable bag for transporting reports to processing destination in timely manner. Results: Stations were able to

forward revenue documents for processing on daily basis, assuring an accurate reporting of company’s monthly

revenue. Company was spending $1,000 per quarter replacing bags and disposable bags cost $51 per quarter.

Turned department around. As supervisor, selected to spearhead re-engineering of department that was experiencing

challenges. Interviewed employees and found overtime was very high, productivity and morale was low and employees

were bored due to repetitiveness of tasks. Became familiar with work process and made decision to change workflow

and cross-training all employees, allowing each employee to perform different tasks on rotating basis. Results:

Overtime was eliminated, backlogs were eliminated and one shift was eliminated, saving the company hundreds of

thousands of dollars per year, while improving efficiencies.

Launched daily early-morning operations supervisors’ meeting. Recognized that many internal customers saw jobs as

independent although work flowed through each section of department. Became aware managers viewed departments

as independent as opposed to interdependent. Focused on team-building communication efforts, improving process

flow and gaining buy-in that department was comprised of many teams. Results: Work backlog was virtually

eliminated, saving all overtime charges. All department members gained understanding of “internal customer” concept

and performed more effectively, knowing someone else depended upon their efforts.

Standardized revenue documents reporting process. Stations were forwarding large number of documents that were not

important to revenue processing, increasing the processing time and necessitating overtime for outside contractor.

Reviewed documentation and met with internal customers to gain understanding of needs. Communicated with

initiating personnel and identified pertinent documents to be forwarded, reducing the number of documents received

significantly. Results: Reduced processing time by 25% by eliminating unnecessary forwarding of non-revenue

documents. Overtime was eliminated and monthly close process proceeded in a timelier manner.

Launched/Managed the implementation of new automation for operations. Helped establish procedures and

documentation for processing electronic ticketing. Resulting in successful and efficient monthly accounting close and

revenue reporting.

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