Sales Accounts Payable
Resume:
MARK K. HUDSON
Troy, Ohio 45373
Cell: 937-***-****
**********@***.**.***
Summary of Experience
Experienced and professional administrative manager with a strong background in financial reporting and analysis, budgeting, forecasting, sales analysis modeling and reporting, accounts payable, invoicing/pricing, standard cost updates and bill of material audits/item master file audits.
Ability to establish operating goals, internal goals, and communicate them effectively and professionally to line management resulting in common operating objectives.
Technical skills needed to analyze, interpret and communicate financial results to line management.
Proficiency in forecasting, planning, worksheet modeling, coordination and attainment of operating objectives in established corporate operating targets and annual operating plans.
Management skills necessary to direct subordinates productively toward shared objectives while affording optimum training and development.
Ability to handle and coordinate multiple projects with equal importance…..on time.
Strong interpersonal skills needed to work together with line management from a “team” perspective.
2004 to Dole Fresh Vegetables, Springfield, Ohio
2014 Dole is the largest producer and marketer of high-quality fresh fruit, fresh vegetables and fresh-cut
flowers and markets a growing line of packaged foods. The company does business in more than 90
countries and employs, on average, 36,000 full-time permanent and 23,000 full-time seasonal or
temporary employees, worldwide.
2004 to Finance Manager . Reported to the Senior Finance Manager. Responsible for the financial
2014 analysis and reporting, accruals, balance sheet reconciliations, managing and monitoring the Marketing Development Fund (MDF) for Dole Fresh Vegetables…$70 million annually. Provided contract financial oversight to sales and our legal counsel regarding the marketing development funding contained in our legal retail contracts. This included tracking, modeling and approving customer spending requests and monitoring compliance to every customer contract. Perpetual spending monitoring by contract by account and specific contract modeling for the sales organization and various ad hoc reports were also generated. Provided input in the annual budgeting and forecasting processes and cash flow relative to the anticipated MDF funding. Managed and resolved MDF sales deductions within the context of existing and anticipated customer contracts.
Completed an entire business process (order to cash) for the entire MDF process that included the Sales team, accounts payable, accounts receivable, our IT organization and our legal department to provide consistent application to the process. Documented the entire process for SOX compliance.
Co-chaired a potential software contract solution with IT in conjunction with SalesForce.com to provide a “check-book” automation and accrual solution to the current overall MDF business process flow.
Set up customer specific reporting to monitor spending versus budgeted contractual marketing development funds by account as requested by 165 customers Compliance to the customer agreement was enforced. Included would be complex customer rebates, advertising allowances, merchandising allowances, etc., as well as purchase commitment volume by segment tracking. Variances to budget monitoring and comments were reported for all 165 customer contracts by account type.
Provided financial reporting and controllership to the sales organization to facilitate contract negotiations with retail customers. Included were proforma income statements with customer specific budget information and period reporting as well as overall customer contract review.
Work with regional sales managers, directors and sales vice president to provide support in their reporting needs. Monitor MDF sales deductions while working with the regional sales managers, brokers and accounts receivable to clear these deductions from the clearing account.
2002 to ROBERT HALF MANAGEMENT RESOURCES, Dayton, Ohio
2003 Robert Half Management Resources is the world’s largest financial project firm providing senior-level
accounting and financial management talent on an individual and project-team basis.
2002 to Director, Accounts Payable. Reported to the Director of Financial Reporting. Responsible for
2003 financial reporting and all support functions within the context of that reporting; accounts payable,
accounts receivable, fixed assets, payroll and other general accounting functions. This was a consulting project for The Iams Company, a business unit of Proctor and Gamble.
Centralized the accounts payable activity for raw material purchases for Iams’ five manufacturing plants into the home office. Accomplished this with three temps compared to the current five people at the plants.
Modification of current accounts payable workflow activities to emulate the future ‘SAP’ general ledger system implemented in late 2003.
Coordinated with corporate and plant purchasing organizations to reduce the manual effort needed to process vendor invoices identified as “out of tolerance” within their legacy ‘BaaN’ systems.
Performed interim supervisory direction to the corporate accounts payable organization during critical transition issues related to the future ‘SAP’ general ledger system.
Document throughput of around 4,000 documents per month as processed by both groups.
1984 to ITW/PMI FOOD EQUIPMENT GROUP, Troy, Ohio
2002 A $10 billion diversified manufacturer of highly engineered components and industrial systems. The
company consists of approximately 600 decentralized operations in 43 countries and employs 55,300 people.
1999 to Manager, Invoicing and Pricing. Reported to the Administrative Controller. Responsible for
2002 coordinating billings for Hobart, Vulcan and Wolf business units through the Customer Order
Processing system - $650,000,000 in annual sales.
Reduced invoice adjustments by 24.1% through improved front-end controls.
Coordinated and directed the annual price book updating process through the various functional areas that played a critical role in the process.
Maintained the Customer Order Processing Pricing Database to facilitate the annual updating process.
Provided price books to the organization at calendar year end, prior to the February 1 effective date.
Streamlined the functional elements within the organization and provided awareness training to departmental employees on areas outside of our own.
Ensured invoice and inventory adjustments were accurate and reflected proper accounting practices.
Maximized automated invoice processing while minimizing invoices requiring manual intervention.
1993 to Manager, Accounts Payable. Reported to the Administrative Controller. Responsible for
1998 coordinating cash disbursements in excess of $500,000,000 per year with over 10,000 vendors
totaling over 575,000 documents.
Centralized the Group’s 104 branch disbursements function within the accounts payable network. Net Result: Realized effective savings in excess of $250,000 annually.
Increased total document throughput 211% from 1993 to present while adding one full time resource.
Reduced direct cost per document from $1.97 to $1.04 from 1992 to present while reducing invoices on hand from 6.0 days to 3.7 days.
Centralized and integrated existing functional areas and acquired company’s disbursements into Food Equipment Group’s payables network.
Integrated sister division’s disbursements into one accounts payable system, including Wolf Cooking, Display Edge Technology and our Canadian Operations.
Enforced compliance with materials management personnel regarding purchase order interfaces with the payables system.
Modified and enhanced current payable systems providing maximization of throughput and efficiencies.
Enforced company policy relative to company payment terms. Maximized float of cash. This included production and expense vendors, expense reports, check requests and other payment documents.
1991 to Manager, U.S. Management Reporting. Reported to the Administrative Controller. Responsible
1992 for the coordination of the annual operating plan including income statements, balance sheets and
other pertinent financial information for the domestic U.S. business totaling $600,000,000 in annual sales.
Enhanced communication between Product Division Analysts and “corporate” accounting families; used as cornerstones for enhanced reporting.
Streamlined various reporting vehicles to make them “user-friendly” to the reader. Resulted in better management reaction to areas needing management attention.
Integrated management reporting for the consolidated domestic U.S. business and individual product divisions, by-product of the company reorganization structure.
Prepared monthly consolidated financial statements for the domestic U.S. business including product division statements for senior management.
Managed reporting for the domestic U.S. business at all functional levels, including the control of reporting.
Prepared monthly forecasts for each reporting entity within the domestic U.S. business including various financial analyses generated for each entity.
Prepared various consolidated financial analyses for separate reporting entities within the domestic U.S. business.
1987 to Manager, Sales Analysis. Reported to the Group Controller. Responsible for overall coordination
1991 of the annual operating plan for the sales units, totaling $520,000,000 in annual sales.
Implemented a “PC-driven” process to enhance the turnaround time in the operating plan cycle which resulted in significant man-hour savings.
Solicited and received line management input to improve the monthly financial review package. Transitioned an “acceptance of ownership” in the review package which resulted in prompt management action plans to correct deficiencies.
Prepared monthly financial review package for the sales companies, including causal conditions of variances documented for management action.
Detailed monthly forecast preparation in income statement format with appropriate supporting detail and applicable comparisons to various periods.
Coordinated monthly closing activities as they related to the actual results for the month.
Prepared various financial analyses for segments within the sales units.
Documented Sales Accounting Policies and Procedures which provided accounting direction to personnel within the sales force.
Brought together diverse personalities within the organization functional areas to work together toward common objectives.
1984 to Plant Controller. Reported to the Plant Manager. Responsible for preparing annual
1986 manufacturing and capital budgets, budget to actual variance reporting with comments and weekly forecasts and other financial analyses to support plant management decisions.
Trained plant management in understanding and utilizing budget reports to transition ownership of cost center reports to respective areas.
Enforced compliance on lax internal controls resulting in acceptable levels of internal control per company guidelines.
Monitored internal control requirements for compliance per established policy. Updated accounting procedures while recommending changes and improvements in policies, procedures and systems.
Maintained favorable spending variances against plan while developing controls against such expenses. Monitored KPIs and other metrics to supporting plant operations.
Prepared monthly plant performance forecasts, tracked actual performance against forecast and developed monthly monitoring techniques by cost center along with commentary.
Monitored inventory transactions and maintained accurate product costs to insure proper labor reporting including bill of material audits with item master cost files.
Coordinated annual physical inventory and product cost updates.
EDUCATION: Bachelor of Science, Cum Laude, Accounting and Business Administration
University of Findlay, Findlay, Ohio
COMPUTER
SKILLS: Computer literate, software skills with Word, Excel, Lotus and Lotus Notes, JDE and
Cognos.
PROFESSIONAL
AFFILIATIONS
& MEMBERSHIPS: Past member, International Accounts Payable Professionals
BOARD OF
DIRECTORS: Past Board of Deacons Chairman, Treasurer and Elder, Troy Christian Church
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