Maintenance Management

KARA J. ALCORN, CMA

**** * **** ***** *** Albany, IN 47150 502-***-****

*********@*****.***

Education and Certifications

Certified Management Accountant

Institute of Management Accountants

Masters of Business Administration

Webster University, St. Louis, MO

3.75 GPA

Bachelor of Science - Decision Information Systems Management

University of Louisville, Louisville, KY

Experience

ADVANCED SOLUTIONS INC and Subsidiaries

Louisville, KY 2010-Present

VP of Finance – 2013 to present

Controller – 2010 to 2012

Responsible for all aspects of Accounting, Finance, and Human Resources; General Ledger, Cash Flow and Treasury, Variance analysis, Margin analysis, Project accounting, AP & AR, Order Management, Recruiting, Benefits administration, Payroll, Compensation, etc.

Evaluate the organization's financial systems and performance. Led strategic initiative to select a new CRM, ERP, and Professional Services systems. System administrator for Netsuite ERP/CRM system.

Participate in the development of the corporation's plans and programs as a strategic partner in the executive team. Evaluate and advise on the impact of long range planning, introduction of new programs/strategies and financial trends.

Provides strategic leadership on financial affairs of the company including fiduciary responsibilities for 401k plan assets over $1.5m.

Provide timely and accurate analysis of budgets, forecasts, financial reports and financial trends in order to assist the leadership team in performing their responsibilities.

Develop, implement and enforce policies, procedures and financial systems of the organization to maintain the overall operation and effectiveness of the company.

Improve the budgeting process through education of department managers on financial issues impacting their budgets. Developed budget templates to coordinate first official budget.

Implemented enhancements to alleviate internal control deficiencies identified by external auditors.

Evaluate the finance department structure and team; plan for continual improvement of the efficiency and effectiveness of the department through documentation of processes, workflows, and automation.

Conducted compensation analysis to develop grade levels and salary structure for all positions.

Is passionate about contributing to making ASI A Best Place to Work.

Staff: 3 Accounting; 2 Order Management; 1 Human Resources; 2 Sales Support; 1 Systems Analyst

PAPA JOHNS INTERNATIONAL

Louisville, KY 2006-2010

Director of Accounting and Franchise Accounting Services

Manage all aspects of the General Ledger (G/L) for Papa Johns Corporate (8 entities) and Franchisees (24 entities)

Monitor and analyze monthly operating results in terms of profitability, performance against budget, and trend analysis of operating costs

Coordinate the yearly budgeting process for accounting service customers including recommended methods for cost of sales, labor matrix, controllable and non-controllable expenses

Forecast quarterly changes in key accounts for profitability analysis

Responsible for monthly account reconciliation of over 2,100 Balance Sheet accounts

Developed Key Indicator Report for utilities to assist operators with analyzing monthly utilities expense as a cost per unit, cost per day, etc. Prepare yearly budget for utilities expense.

Established a capital purchase appropriation process for annual budget of $55 million that included approvals based on total amount of project, cost justification using IRR, ROI, and NPV values, and monthly accountability reporting to project managers for restaurant operations, Information Technology department, and corporate departments

Certify quarterly reporting for Fixed Assets (F/A) including Average Investment Cost, F/A additions, Gain/Loss on disposal of assets, and CIP aging reports

Responsible for operating leases for 800 restaurant properties including monthly rent payments and yearly escalations, yearly CAM reconciliations, bonus calculations for 1,500 operations management, and account/cost center approval for additions to G/L

Maintain the organization’s internal control structure and develop appropriate policies and procedures to safeguard the company’s assets in accordance with Sarbanes-Oxley regulations.

Approve all cost allocations to restaurant operations

Manage complete accounting services to 24 Papa Johns’ franchisees (350 stores) including payroll, accounts payable, accounts receivable, billing, fixed assets, monthly closing process, financial report review of P&L, balance sheet, cash flow, and annual budgets

Monthly financial review and analysis for affiliated business, Preferred Marketing Solutions, a manufacturing business of promotional type items supporting Papa John’s, franchisees and commercial customers. Review profitability by project/customer, inventory reconciliations, and overall cost of sales.

Employee direct reports: 5 managers, 5 accountants, 2 administrative. Establish employee goals and objectives, evaluate employee performance on a routine basis, and provide career development counseling.

UNITED PARCEL SERVICE

Louisville, KY 1988 - 2006

Accounting Manager – Accounts Payable/Receivable and Payroll

2004 - 2006

Lead team member for new mechanic timecard system that developed business/functional requirements, designed new timecard with enhanced data collection, created training materials, and conducted system/user acceptance testing

Responsible for payroll and defined benefit/contribution pension for 1,260 aircraft mechanics and 2,600 pilots. Increase payments per payroll adjustment to 300% of corporate goals. Payroll liaison for administrative and management payroll. Approved monthly general ledger reconciliation for payroll, 401k, and payroll tax accounts. Assisted external auditors with annual pension and 401k audit compliance

Implemented process improvements that reduced payroll and accounts payable processing time by over 120 hours per week

Responsible for $2.5 billion per year in Fuel and Aircraft Maintenance Accounts Payable. Improved paid in terms to 98.6%

Staff: 4 Supervisors, 3 Specialists, and 34 Administrative employees

Finance Manager – Aircraft Maintenance Operations

1998 - 2004

Responsible for $400m annual aircraft maintenance budget and quarterly profit model updates, monthly closing and accruals, cost variance analysis, and monthly cost presentation for airline senior staff. Worked closely with Maintenance operations and Engineering groups to control non-operating and operating costs

Lead finance negotiator for airframe/engine maintenance multi-year contracts valued at over $4 billion

Forecasted aircraft maintenance expense for 5 and 10 year profit models.

Developed model for selection of retiring fixed assets utilizing reliability measures, forecasted maintenance cost, and book value

Improved capital purchase appropriation process that provides financial cost justification using net present value, accountability to cost estimates, and timely and accurate analysis of 298 open maintenance projects and aircraft acquisitions approved at $3.2 billion

Created an internal warranty department that saved $2m per year in third party warranty administration fees and increased warranty proceeds from $4m average per year to $15m in 2004

Led Sarbanes-Oxley control evaluation on the aircraft materials inventory system. Identified control points, known gaps, and testing criteria. Assisted internal audit with Sarbanes-Oxley formal audit

Evaluated early contract termination for engine maintenance agreement. Presented the recommendation saving $27m over 2 years to UPS board of director’s member and airline executives.

Negotiated resolution of a contentious financial audit that resulted in $.5m immediate payment and $.5m per year for remaining life of contract

Improved Employee Relations Index from 43 to 97 in six years

Staff: 4 Supervisors, 6 Specialists, and 5 Administrative employees

Procurement Finance and Inventory Control Supervisor

1988 - 1998

Developed inventory control and cycle count program for $500m in aircraft parts.

Improved inventory accuracy to 99.98% with annual write-offs reduced from $8m per year to less than $.8m.

Developed purchasing audit program that detected one case of unethical purchasing practices.

Led joint effort to implement Strategic Sourcing methodology for annual procurement of $300m per year in aircraft materials and $90m in component repairs.

Staff: 3 Specialists and 10 Administrative employees.

References References are available on request.

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