Management Information Technology

Thomas Curcio

NYC / NJ Metro Area 973-***-**** ***********@*****.***

CFO – VP / Director of Finance - Controller

Profit Improvement / Growth Strategies / Change Management / Cost Containment / P&L / Financial Reporting & Analysis / GL Accounting / Strategic Planning / Internal Controls / Process Improvements / Team Building / ERP / HR / IT / Budgets / GAAP / Tax / A/R & A/P / Multisite Operations / Systems / Financial Planning / HRIS / Benefits Management / KPIs / Lean Six Sigma / Audits / Contracts / Negotiations / Procurement / Cost Accounting / ISO / Bank Relations / Treasury / Risk Management / Business Development / Capital Markets / Insurance / Strategic Alliances

A corporate finance executive with a broad base of skills and experience, I have an outstanding record driving revenue, profit and ROI growth for firms in manufacturing, plastics and metals. At Dicar Inc., R-V Metals and Myron Manufacturing, I directed high-performance finance functions, leading teams to consistently exceed demanding corporate expectations and outperform prevailing market trends.

While leading finance and accounting, I have also been responsible for managing everything from operations, human resources and procurement to IT, information systems and regulatory compliance. I have a proven history of success leading turnaround and change management initiatives, including major performance, process and systems improvement programs that increased efficiency, maximized margins, reduced risks and cut operating costs.

Known for contributing to areas that extend far beyond a job description, I have been instrumental in developing and launching new products, reengineering business development and contract capture processes, implementing new ERP and HRIS solutions and leading ISO certification programs.

At your organization, I could make a strong impact by:

Protecting & increasing shareholder value

Accelerating cash flow while managing risks

Planning & executing aggressive growth strategies

Maximizing revenues, profits, ROI & shareholder value

Improving efficiency & productivity while reining in costs

Designing & ensuring robust internal & compliance controls

Forging win-win strategic alliances & profitable partnerships

Identifying & capitalizing on untapped business opportunities

Developing & implementing nimble change management roadmaps

Recruiting, mentoring & motivating top performing multidisciplinary teams

Reengineering processes & leveraging new technologies to improve performance

Others have described me as a high-energy natural leader, forward-thinking strategist, strong motivator, sharp analyst, trusted advisor and persuasive communicator.

My education includes an MBA in Business & Information Technology (2009) and an MS in Accountancy, both from St. Peter’s College (2009), as well as a BS degree in Business Management & Accounting from Kean University.

Career History & Selected Highlights

Dicar, Inc., a plastics/polyurethane fabrication company, 1995-2016. Repeatedly promoted, roles include:

CFO, 2013-2016. Promoted to direct all finance, HR, IT and procurement operations. Managed financial reporting, controls and analysis, accounting, cash flow management, tax and compliance. Drove broad-based performance improvements, cutting costs and increase profitability. Responsible for P&L on revenues to $25M. Notable accomplishments include:

Boosted performance, cut costs with a new ERP. Dicar needed to replace an aging, costly and inefficient ERP system. Researched, sourced and negotiated purchase of an Enterprise 21 solution from TGI. Directed the IT team in installation, configuration, migration, training and go-live, including modules for data collection, document management and business intelligence. Cut annual maintenance costs by $77K, completely covering the costs of the system in less than two years. Significantly improved performance, efficiency and scalability.

Cut costs & strengthened controls with a cloud-based solution. Expense reporting at Dicar was cumbersome, lacked adequate controls and was prone to errors/omissions. Procured a Concur cloud platform. Configured robust internal controls and accountability into the system and implemented new processes. Increased visibility and transparency. Achieved virtually 100% compliance with strict new expense guidelines. Cut T&E and other expenses 10%, saving $50K annually.

VP / Controller, 1999-2013. Directed finance, reporting and analysis, internal control and tax, as well as HR and IT. Led process, organizational and product improvements, driving rising revenue and profits. Promoted in 1999 from previous role as Controller. Key contributions:

Transformed product innovation into millions in YoY growth. Dicar needed to meet customer demand for new products. Assembled a product development task force, comprising finance, operations, engineering, manufacturing, sales, marketing and engineering leaders, to explore and commercialize emerging technologies. Drove development of breakthrough fabric-backed and steel-backed blankets. Directed launch of the new products. Generated a 10% revenue increase first year, adding $2M in sales, and a 26% year-over-year increase, adding $4M in annual sales by year-three.

Improved credit risk management, avoiding major losses. Concentration of revenues in a handful of accounts posed excessive risks for Dicar, especially if a key client failed to fulfill its credit obligations or went bankrupt. Revamped risk management processes and credit evaluations, strengthening due diligence. Secured credit risk insurance from CNA. When a key client, Smurfit Stone Corp., filed for Chapter 11 bankruptcy protection, recovered 100% of the receivables at risk.

Secured new sources of working capital. Facing tight cash flow during the 2009 recession, Dicar needed access to new flows of working capital. After strengthening credit risk management, positioned the company to work with factoring firms to negotiate for a cost-effective asset-based credit line. Obtained $500K in capital credit against receivables from EGC, providing much needed working capital during the economic recovery.

Directed a successful ISO certification program. Looking to retain and sharpen its competitive edge and reputation for best-in-class quality, saw the need for Dicar to enhance its credentials. Directed all phases of an ISO certification initiative, including, documentation, process improvements and certification audits. Passed all audits with no deficiencies, securing both ISO9000 and 9001 certifications in less than 18 months. Positioned the firm to compete more aggressively for key business.

Leveraged GL enhancements to drive margin gains. Dicar margins were shrinking and falling below expectations. While reengineering the general ledger system and processes, saw an opportunity to introduce new tools to capture real departmental and product line costing. Deployed the new tools to standardize pricing and align it with gross margin targets. Drove a 6% first-year leap in margins, capturing $1.3M in profits.

Revamped HR, improving efficiency, transparency & compliance. Weak HR processes and decentralization posed unnecessary risks for Dicar. Recruited an HR Manager. Directed a centralization initiative, replacing haphazard control of HR by individual departments with a strong enterprise-wide unit. Developed rigorous standards, procedures, training and documentation, codifying company policies and strengthening regulatory compliance. Implemented a PeopleTrack HRIS platform. Enhanced visibility, transparency, fairness and employee engagement. Improved staff retention and satisfaction while reducing complaints. Better aligned staffing with broad organizational needs.

Earlier: Controller, R-V Metals, an aerospace metals fabricator; and Controller, Davey Co., a paper/paperboard manufacturer. Began career as Cost Accountant, Myron Manufacturing, a maker of promotional products. Achievements include:

Strengthened competitiveness with a new proposal costing/pricing tool. Reliance on manual processes to respond to RFPs stymied R-V Metals’ competitiveness. Facing a complex RFQ from Lockheed Martin with more than 2000 parts line items, saw an opportunity to move to automated costing and pricing platform. Directed creation of a relational database for precisely estimating raw material, labor and overhead costs. Enabled flexible what-if scenarios to align prices with margin targets across thousands of SKUs. Positioned R-V to win a $3.5M multiyear contract from Lockheed, then deployed the solution to compete for tens of millions in other contracts.

Education

Master of Business Administration in Business & Information Technology from St. Peter’s College.

Master of Science in Accountancy from St. Peter’s College.

Bachelor of Science in Business Management & Accounting from Kean University.

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