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Chief Financial Officer & Controller

Erie, Pennsylvania, United States
September 25, 2019

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James A. Dollard, CPA

Phone: 630-***-****

**** *. ***** **.

Erie, PA 16505


Senior level financial executive with extensive experience in Big 4 public accounting, financial reporting, operations, risk management, treasury, lender relations, cost accounting, mergers and acquisitions, auditing and tax compliance with background in the manufacturing, distribution and service industries. Handles divisional management, sales planning, human resource administration, best practices, and pension plan administration. Supervised staff ranging from 2 to 25 people.

Develops profitable and manageable business solutions through the application of excellent analytical and problem solving abilities. Brings a high standard of ethical conduct to all professional functions. Throughout an extensive career, has consistently displayed a talent for increasing efficiency, lowering costs, and generating revenues.



Director of Finance & Operations

Responsible for the financial, human resource, and operational sides of the Parish, school, and all related missions and activities. Our Lady of Perpetual Help was founded in 1919 and is one of the largest parishes in the Archdiocese located on the north side of Chicago with assets exceeding $14M and an operating budget exceeding $12M. The campus is on 13 acres and includes 10 buildings.

Internal Control Implementation: Completely restored the internal control structure of the School and Parish. Unified the school and Parish to work together as one cohesive operating unit providing consistency in the internal control structure, reporting procedures, and the overall operational efficiency of the entity.

Financial Reporting and Budgeting: Implemented best practices relating to all financial and budgeting responsibilities, transparency in financial reporting and information, and general preparation of any data.

Facilities and Maintenance Oversight: Work directly with the facility manager to assure the needs of the Parish are met including budget adherence and the construction process. As we are in year 3 of a 5 year capital campaign, I am responsible for the review, implementation, and completion of all capital projects.

Emergency Operations Plan: Coordinated the implementation of an emergency operations plan, as defined by the Archdiocese of Chicago, as it relates to all aspects of the campus’s emergency response procedures based on various scenarios.



Responsible for all financial aspects of this $3 billion fund, fulfilling the mission of providing retirement benefits to 25,000 sworn police members of the Chicago Police Department and their families.

General Ledger Transformation: Successfully coordinated the implementation of transforming an obsolete general ledger reporting system to Microsoft Great Plains.

Cash Management: Reengineered and developed a sophisticated cash management system which tracks cash inflows and outflows through short-term securities on a daily basis.

Cost Containment: Implemented a strict cost containment program, developed several RFP’s for services, analyzed all vendors, negotiated rates, resulting in a 10% operating cost reduction.

Personnel and Risk Management: Directly responsible for the hiring of all personnel in accounting, benefit calculation, and benefit disbursement departments. Obtained insurance bids for health, dental, vision and life resulting in a reduction of cost of $100,000.

FENWICK HIGH SCHOOL, INC., Oak Park, IL 2011 to 2013

Chief Financial Officer

Responsible for all accounting, finance and treasury activities, including monthly closing process and financial reporting to Board of Trustees. Roles include budgeting and financial projections, cash and risk management, lending relationships and debt compliance, daily transactional processing and general ledger maintenance, financial aid determination, and coordinating external audit.

Bank Relationship and Refinancing: Identified opportunity and led the charge to refinance $28M of School debt and negotiated a change to a new banking relationship with revised debt covenant limits. This resulted in decreased interest expense of over $500,000 over three years.

Financial Reporting and Audit Results: Restructured and solidified the financial reporting with more meaningful and timely information to the Finance Committee and the Board of Trustees and created financial credibility and integrity of the Business Office which was previously nonexistent. No audit adjustments were necessary by the external auditors during my tenure.

Budget and Strategic Plan: Created a complete budgetary system holding departments accountable for their performance. These results were incorporated into a 5 year strategic plan which acts as the stepping stone for future development.

Financial Aid Transformation: Led the implementation of best practices in the family financial aid process. Determined and revamped the committee size, the review approach, and the allocation of available monies to prospective families.


Chief Financial Officer and Controller

Oversaw the entire financial side of the company. Managed responsibility for cash requirements, human resources, information technology, lending relationship, union renegotiation, tax compliance, account reconciliation, hiring accounting personnel and physical inventory.

Profitability: Played an instrumental role in returning the company to profitability. Identified cost cutting measures and revenue generation opportunities in all areas. Profitability was returned my first year.

Budget to Actual Reporting: Created a complete budgetary system which held managers accountable for their respective department’s performance. Provided detailed income statements supplying budget to actual results on a monthly and YTD basis.

Risk Management: Introduced insurance alternatives for health and dental, general liability, fiduciary, and workers’ compensation which resulted in savings in excess of $175,000.

General Ledger Transformation: Most general ledger accounts were not reconciled or had inadequate support. Completely transformed the general ledger system so all accounts were reconciled/supported on a monthly basis.

Accounting Personnel: Completely responsible for reorganizing the accounting department. Identified and hired appropriate accounting personnel.

CHICAGO KENWORTH, INC., Markham, IL 2002 to 2004

Chief Financial Officer and Controller

Managed five retail entities each being its own profit center. Managed lending relationships, limits and cash availability analysis. Responsible for monthly financial reporting/consolidation both internally and to the local board of directors. Oversaw budgeting and forecasting processes, cash management, due diligence and acquisition analysis, hiring accounting personnel, external auditors, 401(k) Trust Administration, daily transactional processing, account reconciliation, general ledger maintenance, and physical inventory.

Core Business Strategy: Identified to management deviations from its core business strategy which led to the closure of one of the Company’s main operating locations, resulting in an increase in annual operating profitability of $600,000.

Risk Management: Created a Medical Reimbursement Plan (Section 105) which resulted in a reduction of health care premiums of $225,000 over two years.

Banking Relationship: Successfully identified and negotiated a change in the banking relationship and limits. Increased cash availability to the Company by over $1,000,000.

Budget and Actual Reporting/Bonus Plan: Provided each manager with detailed income statements for their respective departments which provided budget to actual results on a monthly and YTD basis. Created a unique bonus plan which was tied to the success of obtaining their budget.

UPM KYMMENE, INC., Westmont, IL 2001 to 2002

Corporate Controller

Managed responsibility for the completion of daily transactional processing, monthly financial reporting, budgeting/forecasting processes, risk management, coordination of internal and external auditors, implementation of best practices in the finance department, support tax compliance, hiring of accounting personnel, and global company special purpose and project teams.

UNITED SCRAP METAL, INC., Cicero, IL 1999 to 2001

Vice President and Chief Financial Officer

Managed responsibility for the financial, human resource, and information technology functions of the company.

DATA AIR COURIER, INC., Rosemont, IL 1994 to 1999

Senior Vice President

Completely responsible for 15 offices nationwide and the entire financial side of the company.

ERNST & YOUNG, Chicago, IL 1981 to 1994

Senior Manager

Served as the primary executive for the coordination and completion of audits of publicly and privately held companies in the manufacturing, distribution, and service industries.

Education and certification


Bachelor of Business Administration, Major in Accounting

professional affiliations

Member – American Institute of Certified Public Accountants & Illinois CPA Society

Member – Chicago Association of Commerce and Industry – Small Business Division

Member – Illinois Manufacturers Association

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