Management Sales

LARRY FARRAR

**** **** ***** **. . *********, TX 76092

(H) 817-***-**** . ********@*******.***

(C) 817-***-****

Executive Level Management:

Financial, Accounting, Auditing, Operations, Marketing, Management

A highly effective senior executive with leadership experience at all

levels of running a business. Experience spans from participating in three

separate turn around situations with major corporations to owning and

operating a small business. Executive with corporate and entrepreneurial

experience--including years of multi-functional operational, financial,

accounting, audit, technology, marketing and administrative management

involvement--with an outstanding ability to lead, manage, communicate, and

achieve corporate objectives.

Accounting Management and Control . Technical Accounting . Finance .

Treasury . Risk Management . Credit . Business Structuring . Operational

Management . Negotiations . Financial Analysis .

Relationship Management . Strategic Alliances . Marketing .Business

Development . M&A Experience . Strategic Planning . Account Management .

Technology Management . Supply Chain Management

Professional Experience

HORN & ASSOCIATES, INC.

Horn is a recovery audit firm focused primarily on government audits. The

company is a nationwide business formed on the basis of a new law passed by

the Federal Government requiring Recovery Audits for all Departments.

Also, started a healthcare recovery audit firm simultaneously that was

subsequently merged into Horn.

Principal of the firm with responsibility for all aspects of the business

from the original development of the business plan to marketing strategy,

auditor recruitment, operations, technology, and client relationships. The

firm was successful in acquiring and completing more government recovery

audits than any other firm.

HOWARD SCHULTZ and ASSOCIATES, INC.

Howard Schultz started the recovery audit industry and built the business

into the largest recovery audit firm with national and international

operations. The firm began in 1970 and successfully built an entire

industry that did not exist previously. The business model was run like a

franchise and was divided into eight regions across the US with

international operations in Canada, Mexico, and Europe. The business was

sold to its largest competitor in 2002.

Midwest Regional Vice President responsible for managing the region's

audits, operations, personnel, marketing, cash flow, and P&L. While

consolidating operations to improve efficiency and productivity, was able

to build the region into the largest revenue producer.

MONTGOMERY WARD & CO., INC.

One of the nation's largest retail merchandising organizations with over $5

billion in sales volume from 350 stores located in 39 states. Management

owned through a LBO successfully executed in 1988.

Vice President Controller for the merchandising and marketing divisions

with responsibility for the accounting administration, and supply chain

management for the entire merchandising and marketing organizations,

totaling 1200 associates. Worked with the President who was responsible

for merchandising and marketing, and with other senior managers to develop

and implement strategic positioning for each of Montgomery Ward's

"specialty stores". Was an active member of the strategic management team

that led the nation's largest LBO in history in 1988. Developed and

introduced all new merchandising and marketing systems.

T.G. &Y. STORES, CO.

Organized as a wholly owned subsidiary of Household Merchandising; a

Division of Household International with sales in excess of $2 billion.

T.G. & Y. operated 730 general merchandise stores under three formats:

discount department stores, variety stores, and a new dollar store concept.

Stores were located in 26 states. The business was successfully sold to

McCrory Stores in 1986.

Vice President Controller with responsibility for all accounting functions.

As VP Controller, was a lead in the successful management of Phase I of

the "turnaround". Sales decreased 5% and operating profit increased 30% in

1985. Was a key manager in the reorganization and integration of the

financial, accounting, treasury, capital, tax, and budgeting/planning

functions reducing staff 20%. Implemented new systems for supply chain

management in accounts payable, invoice processing, purchase order

management, new inventory management as well as outsourcing payroll

processing.

SAV-A-STOP, INC.

Sav-A-Stop sold and distributed approximately 12,000 non-food items to

17,000 retail customers in 43 states. Distributed customized orders and

offered a wide range of services to each retailer on a schedule that

accommodated the retailer's needs. The company with sales in excess of

$300 million was acquired in April 1982 by Consolidated Food Corporation

(currently Sara Lee Corp.) organized under the Hanes Group.

As Corporate Controller, had total responsibility for all accounting

operations in a decentralized company with divisions located across the

country. After the sale, was able to facilitate the merger of the two

companies. Both companies were national in scope and distribution. With

new management, was able to integrate 1700 field sales routes with 4000

employees and 93,000 retail outlets. Was able to establish a workable

accounting policy and audit procedure for a public corporation consisting

of four decentralized divisions with 110 accounting personnel. Formalized

and coordinated the financial planning process with direct involvement in

strategic planning. As Corporate Controller, was totally responsible for

preparing financial statements for external sources, SEC reports, company

annual reports, and public accounting firms.

Education

BBA, Accounting - West Texas State University, Canyon, TX

Contact this candidate