Bartolomeo Chinnici
adcwf7@r.postjobfree.com / www.linkedin.com/in/bartchinnici
SUMMARY AND PROFILE
COO/ CFO
Innovative, results-driven and performance-focused COO/CFO with documented track record of business turn arounds, right sizing, cost savings and operational efficiencies resulting in the successful sale of businesses and assets. Specializing in P&L accountability, accounting, systems and budgeting. Evaluates and analyzes operations, systems, people and performance for potential process improvements and cost reductions. Cultivates internal and external relationships, on behalf of the organization, forging partnerships and better negotiating terms of service and delivery. Provides change management, extensive program and project management and resolves problems
SKILLS AND EXPERTISE
P&L Ownership & Accountability
Financial Modelling
System Implementations: ERP/ CRM
Creative Problem Solving
Mergers and Acquisitions
“Big 4” accounting
E commerce
Leadership / Team Building
Management
FP&A
Net Suite Implementations (3)
Process Improvement
Financial Analysis
Budgeting & Forecasting
Hands on, detail orientated
Sarbanes-Oxley (SOX) Compliance
Finance
Ownership
Risk Analysis & Assessment
Process Improvements
Financial Reporting
PROFESSIONAL EXPERIENCE
The Araca Group, NY, NY
An e commerce, production & merchandise company
Chief Financial Officer CFO
2018 to Present
Reports directly to ownership. Manages a team of 7 direct reports / 70 people. Owns the daily operations and profitability of the company, including accounting, finance and treasury, budgeting and forecasting, billing, IT, inventory, warehousing, all E-comm, demand planning, process improvement and automation.
Key Accomplishments:
Successfully lead the cross functional team that implemented Net Suite GL, AR and AP on time and under budget. Reduced accounting book close from 9 months to 30 days
Drove the right sizing of the music division by eliminating ~20 FTE’S thru process improvement and automation saving the company $2M annually
Part of the team that successfully sold the Araca music division to Sony Music during May 2019
Drove our E-comm division to profitability in 2019 for the first time in history by removing costs / increasing revenue by ~$1.7M
Drove the conversion of our web hosting from a boutique firm to AWS, resulting in savings of $60K a month
Identified and developed new processes, areas for automation, and new systems to improve effectiveness, efficiency and reduce costs
Improved cash flows and processes to the point the company has been self-funding for the last 8 months for the first time in its history
Leopold and Associates, Armonk, NY
A mid-sized law firm
Chief Financial Officer and Chief Operating Officer CFO/COO
2016 - 2017
Reported directly to owner. Instrumental in the daily operations and profitability of the firm. Owned Accounting, treasury, billing, finance, process improvement, automation and offshore teams. Key driver in ensuring full visibility of the business.
Key Accomplishments:
Owned P&L accountability, successfully managing all revenue and expenses, book close and taxes
As CFO & COO at Leopold and Associates I worked cross functionally with the teams to increase net income YOY by 100%, increased billings YOY by 20%, while holding expenses flat YOY
Managed cross functional team of ~40 people, with 5 direct reports (20 offshore, 12 in accounting and billing and 8 in operations)
Eliminated ~20 offshore consultants saving ~$440K a year by on shoring their functions, eliminating hand offs and manual processes and streamlining work streams
rGENERATOR / DIVISION OF SONY, New York
An e commerce company
Senior Vice President of Accounting, Finance & Operations SVP
2014 - 2016
Successfully sold the company to Columbus Nova (PE) during May 2016. Ensured full visibility of the business, owned the P&L and all financial reporting. Developed and implemented finance models, rate cards and management reporting to all teams in the entity. Cultivated and developed the accounting, finance and operations teams.
Key Accomplishments:
A key member of the Executive Team
Successfully “right sized” the organization by cleaning up the company’s financial systems, operations and processes
Oversaw the accuracy of financial accounting processes by reviewing, developing, monitoring and analyzing budgets and monthly forecasting, comparing and reporting actuals and variance against budgets
Lead the team that identified, selected and successfully implemented Net Suite One World ERP, resulting in more accurate and timely data and reporting and lower costs and head count
Managed cross functional teams comprising of accounting, budgeting, operations, customer service, product management and inventory with a total of 7 direct reports and ~45 FTE’s in total
Reduced head count and eliminated divisions and locations that were not profitable. Cut costs to allocated budgets by $7M in 2014 and 2015, while forging multiple process and performance improvements, consolidating expenditures, utilizing internal resources and instituting various initiatives
Regulated inventory control, streamlining supply chain management and order to cash (OTC) and ensuring fluid supply of goods, while answering demand associated with unique and popular items
Spearheaded the roll-out of pricing rate cards, leading the management and development of product line P&Ls and profitability models
The Company Store, Weehawken, NJ
An e commerce company
Chief Financial Officer and Chief Operating Officer CFO/COO
2012 - 2014
Successfully sold to Home Depot. Reported directly to the CEO and owner. Instrumental in the daily operations of the company, managed the Net Suite implementation, accounting, finance, systems, fulfillment, logistics, demand and supply planning, delivery process, supply chain preparation, 3PL project management, transportation, warehousing, inventory, controls, retail store partnerships and distribution.
Key Accomplishments:
Part of the team that successfully drove company to profitability for the first time in eight years
Developed and drove strategic initiatives and companywide implementation of Net Suite, focused on ensuring accurate, timely reporting data
Drove cost reductions in labor, facilities and hardware, resulting in net savings of ~$2M to the company
Had 7 direct reports and managed teams with ~50 FTE’S
Reduced monthly close to 7 days from 3 weeks. Improved timeliness and accuracy of the financial data
Supported process improvements and cost reductions by consolidating roles and facilities and streamlining efforts, resulting in the closure of 1 warehouse and 1 office facility; dramatically cut operating costs for the company
Decreased expenditures by $4M during FY2013, reengineering transportation, shipping processes, 3PL and inbound freight
Cultivated relationships with all key vendors, negotiating optimized pricing and logistics through leveraged affiliation
Clear Channel Outdoor, New York, NY
Advertising / media
Vice President of Finance, Strategic Projects & Initiatives VP
2010 - 2012
Directed a ~$660M sub-operation, comprised of 20 separate branches, and provided leadership to branch finance managers at each location, while reporting directly to the CFO & COO. Instrumental in the success of all financial planning and accounting within the organization, carefully budgeting and managing expenditures, while forecasting finance expectations for regional management.
Key Accomplishments:
Drove and established centralization of financial functions to a shared services center, rolling out Salesforce.com to better manage and automate the sales process, customer relationships and utilize analytics to the organizations advantage
Supported and interacted with a team of four senior vice presidents, further driving change and innovation for the business:
oDeveloped and rolled out an automated sales process, using Salesforce.com, to a team of 40-branch managers and sales staff of 600+, spearheading a consistent baseline sales process
oDeveloped, tested and implemented two new revenue streams with full ROI metrics for telephonic sales and telephonic lead generation; resulted in increased sales and sales team utilization
oReduced media research cost by $400K per annum and improved marketing team performance by identifying and switching vendors
Other roles:
Martindale Hubble (A division of LEXISNEXIS) - Division Chief Financial Officer & Senior Director of Finance CFO / 2 Years
Loral Skynet (A Division of Loral Space and Communications): Various Controller to CEO of Skynet Do Brazil / 10 years
Financial Federal Corporation: Assistant Controller: 5 years (IPO, Secondary offering & All SEC reporting)
Manufacturers Hanover Trust: Senior Auditor Troubled Loan Group / 2 years (Troubled loans workout team)
Deloitte and Touche: Senior Auditor / 4.5 years (“Big 4”)
EDUCATION AND OTHER
The Wharton School, University of Pennsylvania
Advanced Management Program AMP53
WAGNER COLLEGE Staten Island, New York
Executive Master of Business Administration
Bachelor of Science in Economics & Business Administration Accounting