Accounting Manager

TAMMY BITTINGER

404-***-**** *****.***********@*****.***

PROFILE

Effective and inspired leader with 20+ years of extensive experience in building successful, customer focused dynamic teams for financial operations centers. Experienced in moving teams through continuous improvement methods to drive increased performance. Diverse accounting and finance background including management of general ledger closing, financial statement preparation, budget & strategy development. PROFESSIONAL EXPERIENCE

EDWARD JONES, Financial Advisor 2014-2016

• Advised individual investors to translate complexities of investment market to the every day investor

• Grew business from inception to $24M in investments SIGMAN-MILLS FURNITURE, Accounting Manager, $4M annual revenue 2005-2014

• Managed entire staff: sales, office, warehouse, delivery

• Responsible for all office, customer service, financial areas - AR, AP, Credit Cards, Credit Approval, Tax, Payroll, Cash Flow, Monthly Closing, Account Analysis, Sales, Banking, Commissions; established perpetual inventory system

• Managed day-to-day operation of 50,000 square foot store, warehouse, fleet of delivery trucks SOVEREIGN PARTNERS, LLC, Controller, $8M annual revenue 2003-2007

• Established and maintained accounting, auditing, and financial reporting for real estate development firm and oversaw the financial management of multiple real estate assets GEORGIA-PACIFIC CORP., Plant Controller – Chemical R&D Lab, $20B annual revenue 1995-2003 Plant Controller & Human Resource Manager - Chemical R&D Lab

• Managed financial reporting, budgeting, and analysis for Chemical Lab. Provided Human Resources support for staff of 150.

• Instructed R&D Managers how to best utilize available financial data and manage cost centers

• Implemented purchasing/accounts payable policies and procedures – resulted in timely payments & separation of duties

• Researched, formulated plan, coordinated first physical Chemical Inventory – first step in controlled disposal, efficient and coordinated purchasing, value–added inventory plan Accounting Manager – Chemical Division

• Managed division level general ledger functions – monthly closing, reporting requirements, budgets, tax filings, analysis

• Restructured monthly closing – shortened closing week by 2 days through process improvements

• Established and implemented enhancements to Account Analysis process – ensured review efficiency, clarity, consistency

• Developed step-by-step instructions for monthly plant closing – to insure smooth transitions and consistency Customer Service Manager – Industrial Wood Products Division

• Selected to manage specialized team - processing Class-Action Lawsuit Claims for hardboard siding and post Class Action warranty claims for over 5000 customers.

• Developed standard process for recording customer phone complaints – resulting in consistent service

• Reorganized claim form packets – these “user friendly” forms resulted in more 1st time complete information

& staff reduction of 2

• Established consistent processing methodology & documentation for each claim to meet legal requirements Accounts Payable Manager – Paper Division

• Managed and coordinated start-up of new Accounts Payable Service Group. This involved combining two existing AP groups from two different divisions (CPD & PPD) into one new organization – Paper AP group. The effort included transition in location, personnel, systems, day-to-day operations, and new manager

• Coordinated efforts to manage smooth conversion to SAP AP system and streamline processes – resulted in elimination of 2 positions

• Integrated Freight Payables process into Paper AP group & many process improvements – resulted in elimination of 2 positions

Process Improvement Manager – GP Shared Services Center (Jacksonville, FL)

• Identified and implemented needed improvements: hiring process, training, compensation systems, organizational effectiveness, high-volume workflow

• Led hiring effort to assure efficiency & cost effectiveness in the process – developed tracking system to better evaluate trends in scores and success rates

• Created “Enlightened” Office Guide for newly created working environment. Process included gaining approval of GPSSC leaders, Legal Department, and Human Resources

• Established New Employee Orientation Model – could be followed and executed smoothly and efficiently utilizing both managers and team-members in the process Customer Service Manager – GP Shared Services Center (Jacksonville, FL)

• Appointed as lead consultant to turn around financially challenged division. Led the design, implementation, start-up, daily operation of new “green-field” transactional accounting service center for 350 employees.

• Chosen to develop and manage the Customer Service function and provide continuous training. Established

“Knock Your Socks Off” Service as Customer Service work theme for all process. Recognized for developing new facility-wide culture centered on customer service.

• Established quantifiable performance measures and goals for Customer Service team – which they loved to exceed!

• Led effort to build, nurture, grow a high-volume/low-cost service center while creating a successful non- union team environment and reduce turnover

Accounts Receivable Supervisor – Accounting Service Center

• Managed the Pulp & Paper Cash Application and Customer Service functions

• Reorganized the Pulp & Paper Accounts Receivable department around workflow lines – resulted in 25% reduction in staff

• Managed successful wind-down of the AR department elimination while also having responsibility for the start-up of Customer Service team in Jacksonville, FL Service Center

• Led effort to begin posting Key Performance Indicators (measurements) – to measure employee productivity MACY’S Inc., Senior Accounting Manager – South and West Divisions, $4B annual revenue 1985-1995

• Responsible for coordination of period end financial closings, preparation, consolidation and analysis of financial statements, budgets, cash flow projections, and tax workpapers for a division of 63 stores

• Developed and implemented plan to merge 2 accounting divisions (acquisition on West Coast). Merger included hiring and training staff, physical move of department, new mainframe system, and software.

• Managed and motivated 30 person team through unusual and adverse circumstances: mergers, divestitures, leveraged buy outs, and bankruptcy

• Opened 10 stores including negotiating bank contracts, cash vault set-up, obtaining licenses, permits, researching sales tax issues, analyze property/rent contracts, establish vendor contracts, monitor capital projects and capitalization of projects

• Managed the Macy’s South AR conversion and subsequent sale to GECC Credit Corp EDUCATION

University of Georgia BBA, Accounting

PROFESSIONAL LICENSES

Series 7 – General Securities Representative

Series 66 – Uniformed Combined State Law

Licensed Insurance Representative – Life, Accident & Sick, Variable Products, Long-Term Care

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