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Enterprise Program Director - VS

Location:
Glenview, Illinois, United States
Posted:
October 28, 2016

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VICTOR SAPOZHNIKOV, CPA

Home: (847) ***-**** E-mail: acxajk@r.postjobfree.com Mobile: (847) ***-****

PROFESSIONAL SUMMARY

Results-driven program and project management professional with expertise in leading practices and practical implementation know-how acquired through direct experience at over 30 companies in Financial Services, Manufacturing, Government, Real Estate, Pharmaceutical, Professional Services, Distribution, Utilities, Consumer Products, Media and Telecom sectors. Experienced team builder and hands-on transformation leader with in-depth expertise in all aspects of establishing and leading PMO, performance improvements optimizing process reengineering, systems and organizational structure, as well as deep understanding of accounting, finance, IT, HR, procurement and supply chain functions.

CORE COMPETENCIES

PMO Set-up and Management

Project Management

Key Business Process Reengineering: Order-to-Cash, Procure-to-Pay, Record-to-Report

Products and Services Cost Rationalization and Strategy Development (Lean, ABM/ABC)

Strategic Sourcing

Enterprise Cost Reduction

Finance Transformation

ERP & BI Systems Selection and Implementation

Shared Services and Outsourcing Strategy Development & Implementation

Governance Model Development & Implementation

Supply Chain Redesign

Balanced Scorecard Development and Implementation

Post-Merger Integration

Organizational Redesign

Controllership, Treasury and Financial Management

Internal Controls & SOX 404 Readiness and Remediation

ACCOMPLISHMENT HIGHLIGHTS

Directed and/or oversaw 4 large-scale programs and over 50 projects with budgets of $100K to $120M

Served as Program Management Office (PMO) co-leader for the $100M annual client program which was selected by Accenture’s global committee as world-wide award winner of the “Best Managed Engagement of the Year”

Led the establishment and implementation of enterprise Finance Transformation program to support and improve post-restatement operational environment for a Fortune 500 company

Served as key advisor to Finance and IT Directors, Controllers, CIO’s and CFO’s of small, medium and Fortune 500 companies in developing and implementing financial and IT strategies, transforming financial processes, establishing effective governance programs, redefining organizational structure, establishing shared services, and selecting and implementing ERP/BI enabling technologies

Spearheaded turn-around transformation program for $120M business by redefining revenue streams, reengineering accounting, finance, IT and HR functions, and establishing corporate governance process; the effort resulted in 20% improvement in operating profit and enhanced operational controls

Served as key leader for Fortune 500 company to oversee $500M in restatement and turn-around efforts with improvement to EBITDA and internal control environment through key business processes reengineering, organizational change, establishment of governance program, vendor contracts renegotiation, information systems rationalization, and implementation of business intelligence and decision analytics enablers

Led the development and roll out of M&A New Entity Establishment and Integration Playbook for Fortune 500 company during a rapid growth period

Oversaw pre-merger synergy planning and led post-merger integration of finance and IT functions for two major Japanese pharmaceutical companies with subsidiaries in the US

Led the 1st year SOX 404 compliance, remediation and certification efforts for a major pharmaceutical company

Led strategy development and transformation of “Record to Report” business process for major utility services company that resulted in one-time cost reduction of $6.5M and annual cost savings of $11M

Selected by Deloitte’s senior leadership to serve as project manager to oversee Deloitte’s US organizational redesign; recipient of “Outstanding Achievement Award” for project delivery presented by Deloitte’s US Chairman

PROFESSIONAL EXPERIENCE

Level X Consulting, Inc., Chicago, Illinois 11/2012-Present

Principal Consultant

Lead consulting initiatives to improve enterprise governance and performance with a focus on: program and project management, finance transformation, key business process reengineering, ERP/BI system selection, compliance and operational risk management capabilities improvements, shared services optimization, strategic sourcing and post-merger integration. Key assignments included:

Lead post-merger integration and key business process reengineering efforts for major e-Commerce retail and supply-chain company.

Served as interim Controller and interim CFO for small and mid-size companies.

Led business strategy development, post-merger integration, and Order-to-Cash business process reengineering for mid-market manufacturing firm.

Led Financial Systems Governance model development and roll-out; SOX 404 compliance, testing and remediation for a mid-size financial services company.

Navistar, Inc., Lisle, Illinois 10/2007-10/2012

Director, Financial Systems and Processes (Corporate Controllers Office)

Recruited to create robust financial processes and financial systems/business intelligence capabilities for $14 Billion multi-divisional global organization. Reported to Senior Vice President/Corporate Controller to manage a 15-person accounting and financial systems team in supporting transactional processes, financial monthly and annual close, internal controls, M&A integration, FP&A and internal/external reporting. Key assignments & accomplishments included:

Served as a key leader and a member of finance senior leadership team to direct Navistar’s $500M restatement and reengineering program to ensure the firm’s reinstatement on the New York Stock Exchange.

Established and co-led global enterprise Finance Transformation program overseeing over $100M in processes, systems and compliance improvement initiatives. Managed cross-functional global teams with oversight of 5 to 110 staff to deliver key enterprise initiatives to: improve operational performance; streamline key financial processes; reduce complexities and volume of financial systems, improve ERP, MRP, HRMS and BI integration capabilities; improve reporting and business analytics, establish data standards and governance; improve internal control environment; establish and oversee SAS99 program; redefine shared services to support organizational growth and increased governmental compliance requirements.

Led enterprise-wide program to rationalize enterprise charts of accounts, number of entities, and to reduce monthly close cycle. Reduced organizational charts of accounts from 53 to 12; number of entities from 225 to 162; and monthly close cycle by 4 days.

Led the development and roll out of M&A New Entity Establishment and PMI Integration Playbook. Established and co-chaired corporate steering committee to oversee establishment/decommissioning of corporate entities and streamline all enterprise post-merger integration activities.

Led post-merger integration for 2 acquisitions and 1 partnership. Served as interim controller for a new established entity as a result of acquisition.

Archstone Consulting LLC (The Hackett Group), Chicago, Illinois 1/2007-10/2007

Director, CFO Advisory Services

Served as Finance Transformation and Performance leader for Midwest region. Responsible for leading the development and implementation of tailored financial solutions in the areas of finance transformation, cost reduction and revenue enhancement, internal controls, and post-merger integration. In addition, was responsible for business development, recruiting and cultivating client relationships. Key assignments & accomplishments included:

Co-led enterprise-wide finance strategy development for Fortune 500 utility company.

Led “Record to Report” worksteam business process reengineering efforts for Fortune 500 utility company.

Served as key advisor to Finance Directors and Corporate Controller in establishing financial systems governance model, developing shared services and outsourcing strategies, and improving monthly closing process for Fortune 500 utility company.

Deloitte Consulting, LLP, Chicago, Illinois 5/2000-12/2006

Senior Manager, Strategy & Operations / CFO Advisory Services

Recruited to co-lead establishment of Deloitte’s CFO Advisory Services Mid-West practice. Progressed rapidly from Manager to Senior Manager. Played active role in practice development and management that resulted in 900% organizational growth and 700% increase in practice revenue over 5 year period. Served as a key advisor to Finance, Supply Chain and IT Directors, Controllers, CIO’s and CFO’s of small, medium and Fortune 500 companies in transforming finance function and supporting technologies. Led strategy development, finance transformation, software selection and implementation, key business processes reengineering, M&A post-merger integration, governance model development and implementation, evaluation and development of shared services and outsourcing strategy, SOX 404 program management, supply chain optimization, organization change management, enterprise cost reduction, outsourcing, PMO set up and oversight. Key assignments & accomplishments included:

Co-led 1st Year SOX 404 readiness, compliance and certification program for Fortune 500 international pharmaceutical company.

Oversaw pre-merger synergy planning and led post-merger integration of finance and IT functions for two major Japanese pharmaceutical companies with subsidiaries in the US.

Led financial strategy development; “Record to Report” workstream business process reengineering; financial systems evaluation; and finance organizational structure optimization efforts for medium size international mid-market manufacturing and distribution firm.

Selected by Deloitte’s senior leadership to serve as program manager to oversee Deloitte’s US organizational redesign; recipient of “Outstanding Achievement Award” for project delivery presented by Deloitte’s US Chairman.

Co-led development of “Enterprise Cost Reduction” market offering. Served as Deloitte’s mid-west finance leader for product to market strategy development and project delivery.

Directly responsible for managing and cultivating client relationships, and for over $8M in new, follow-up and cross-functional business sales.

Served as key contributor in developing, delivering and overall supporting Deloitte’s capabilities in financial management consulting. Gartner named Deloitte a leader in global financial management consulting services.

Accenture, Chicago, Illinois 3/1996-5/2000

Manager, Financial Management and Performance

Progressed rapidly from Senior Consultant to Manager. Served as a key advisor to Controllers and Finance Director’s for fortune 500 companies in transforming finance function and supporting technologies. Led strategy development, finance transformation, key business processes reengineering, supply chain optimization, organization change management, enterprise cost reduction, outsourcing, program management, software selection and implementation engagements in financial services, consumer products and telecommunications sectors. Directly responsible for over $3M in new and add-on sales activities, account management, cross-functional recruiting and mentoring.

Premisys Real Estate Services Inc., Chicago, Illinois 1/1992-3/1996

Controller

Directed all accounting, treasury, FP&A, IT, HR and Benefits Administration areas. Managed staff of 18 and served as a PMO lead for all cross functional operational activities.

Arthur Rubloff & Co., Chicago, Illinois 8/1986-1/1992

Assistant Controller

Progressed rapidly from Auditor II to Accounting Manager to Assistant Controller. Managed staff of 7 on all accounting and FP&A activities.

EDUCATION

University of Illinois, Chicago, Illinois

Bachelor of Science in Accountancy, June 1986

PROFESSIONAL CERTIFICATIONS AND AFFILIATIONS

Certified Public Accountant, State of Illinois

Member of AICPA and ICPA

Six Sigma Black Belt Professional (SSBBP)™, Management and Strategy Institute

Master of Reengineering, Hammer & Company

PUBLICATIONS

Developed methodology and authored “A Holistic Approach to Managing Controllable Expenses” playbook. This playbook is used by a major consultancy to perform enterprise cost reduction engagements.

Authored “Corporate Cost Allocation: Selecting Approach that Works” whitepaper.

Authored “A Unique Perspective on a Speed of the Close” whitepaper.



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