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Sales Financial

Flowery Branch, GA
May 13, 2020

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James Steward

Flowery Branch, GA ● Mobile: 404-***-**** ● ● DIRECTOR OF FINANCE ●



Exceedingly accomplished finance and accounting professional with 17 years of progressive leadership growth within global business environments. Strategic and results-focused leader and business partner, with a record of leading, motivating, and inspiring large and diverse teams of professionals to operate as cohesive units to achieve the timely completion of strategic projects and initiatives with demanding deadlines. Highly skilled at communication parameters of complex business transactions to both front-line leaders and senior executives. Experienced in supporting companies on rapid growth path by creating financial systems and processes that ensure appropriate internal controls without applying constraints to expansion efforts. Skilled at analyzing insightful data to drive resolution of complex issues to achieve financial goals.

Expertise in Providing Value Driven Bottom-line Results Financial Reporting Variance Analysis Ad Hoc Reporting Cross-Functional Leadership Revenue Recognition SaaS Forecasting Corporate Development Financial Planning, Analysis Project Accounting Job Costing Financial Policies & Internal Controls Supply Chain Logistics FAR Treasury Risk Management M&A Post-Acquisition Integration External & Internal Audit Technology Skills: SAP, Oracle, Microsoft Dynamics, QuickBooks, Hyperion, BI 360, Salesforce, Workday Expertise in Providing Value Driven Bottom-line Results MAREL INC. Gainesville, GA 11/2015 – Present Global engineering, manufacturer, services, and SaaS of food processing equipment and solutions with revenue over $1 billion. Director, Regional Finance Controller - North America (USA and Canada) Recruited for newly created role to be the strategic business partner for the North American Region. As a key member of global leadership team, led the strategic vision of a financial and operational strategy ensuring achievement of targets. As the regions business partner, take part in management decision making, advise on investment proposals, prepare business cases, performance management and business development, while ensuring governance and compliance. Key contributor to the development of the short and long-term finance strategy of the Region along with execution involving management decision making and performance management. Developed finance organization with responsibilities in terms of business support, financial control, and accurate reporting of all legal entities in the region. Executed with controllers corporate consolidation with financial and operational metrics that help drive decision-making for the region including, budgeting, forecasting, cost controls, audits, taxes, cash management, job costing, and risk management for several legal entities with revenues over $400m. Directed all aspects of capital administration, executive financial presentation (PRM), financial and operational performance (KPI’s), job costing, annual audits, payroll, taxes, risk management, cash management, and monthly close functions while focusing on identifying opportunities for business growth. Assessed service costs, pricing, and profitability analysis for product lines. Developed and led a team of 20 including FP&A, Business & Financial Controlling, and Shared Services, as well as outsourcing service providers that supported the needs of manufacturing, SaaS, and commercial activities in addition to indirectly engaging 670+ employees. Advised and directed regional HR and directed regional IT.

Drove accountability and risk mitigation via project analysis throughout the POC project lifecycle optimizing business performance improving margins by 3%. Established model that exceeded targets producing 12% top line growth.

Established model that exceeded financial targets producing year over year 12% top line growth.

Successfully accomplished the financial aspect of merging three separate companies into one parent company including system integration, factory consolidation, pricing strategies, pension funds, and organizational changes.

Orchestrated a finance organizational restructure that included shared services and business controlling that supported a matrix organization, resulting in an annual reduction of labor costs of $150K.

Established and implemented benchmarks that identified trends in operational performance that led to annualized cost savings of which reduced cost of over $3m while the company achieved double-digit growth.

Produced a balanced scorecard to measure business trends and provided leadership with a one-page health meter. JAMES STEWARD PAGE 2

Executed robust, efficient, and effective reporting, budgeting, and forecasting processes to provide enhanced commentary insight, accountability for operation, and strategic direction to the regional leadership.

Transformed the delivery of integrated treasury solutions for the region generating a $1.5m in annual savings. DANFOSS LLC Conyers, GA; Baltimore, MD 10/2012 – 10/2015 Global engineering, manufacturer, services, and SaaS of energy-efficient components and solutions with revenue over $6 billion. Director, Global Business Controller

Selected to integrate an acquisition, strategically collaborated with Division Leadership, and rolled out new financial model globally. Directed Project Accounting globally including Technical Accounting, Tax, and IT for $550m division. Led financial reporting to group and corporate management in accordance with US GAAP and IFRS requirements. Performed project, customer, and market analysis to identify potential risks and opportunities. Assessed service costs, pricing, and profitability analysis for product lines. Directed all aspects of Controllership and decision support, financial performance, job costing, annual audits, and monthly close functions while focusing on sales strategies. Developed and led a team of 6 including FP&A, Business & Financial Controlling, that supported the needs of manufacturing and commercial activities.

Implemented forecasting models, enabling business to absorb 100% growth in participants within 6-months.

Improved operating margins 7% by focusing on unit-based productivity metrics, cost analysis, and inventory control.

Influenced project and SaaS standardization, implemented value-added stakeholder reporting that contributed greater insight into company performance, expedited proactive issue resolutions, and improved annual plans.

Realized 50% quality improvement in month-end reporting along with reducing close time by two days.

Re-engineered the monthly and annual sales and operations planning resulting in improved Supply Chain management, increased reporting variance analysis accuracy improvement by 200%

Established standardized balance sheet management program to identify/mitigate risk and ensure compliance with company policies that reduced processing and reporting errors by 85%.

Designed while collaborating with Sales, Marketing, and Product Development new service model for product management offering to customers that improved top line growth by 9%.

Revamped revenue recognition (project accounting/percentage-of-completion) and job costing process that improved budget margins reporting by 10% and increased monthly revenue by average of $200k per month.

Designed and implemented Sales Project Support, recognized as Operational Excellence. Improved contract to project completion cycle time by 70% and increased deal margins by 15%. AUTOMATIC DATA PROCESSING Alpharetta, GA 01/2001 – 10/2012 Global provider of business outsourcing and software solutions with revenues over $13 billion. Controller, Manager Accounting Services (National Accounts Division) 06/2006 – 10/2012 Manager Financial Services (Benefits Division) 01/2001 – 06/2006 Designated to lead post-acquisition integration of several companies, centralized operations, as well as, implemented system conversion for order to cash. Developed, interpreted, and implemented financial and accounting concepts for financial planning and control. Led newly formed Shared Services Sales Operation department managing revenue and financial analysis in pricing, sales compensation, contract processing, and contracts pricing across nine processing regions with annual revenue over $400M. Supervised of up to 17 associates.

Led the installation of back office accounting system, yielding a complete order to cash process.

Re-engineered backlog variance, yielding 90% improvement in backlog management and quality forecasting.

Planned and implemented remote Shared Services teams, which reduced cost by 35% and saved $4m annually.

Drove the development and implementation of new pricing & profitability model that increased margins by 16%.

Designed a rolling sales forecast and trending analysis increasing reporting quality by 50%.

Collaborated with Internal Audit department to develop Sarbanes-Oxley control (SOX).

Led integration of 4 acquisitions on a common platform resulting in 60% revenue increase and a 32% cost reduction. Education

Bachelor of Science, Business Administration / Accounting – University of North Georgia, Dahlonega, GA

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