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Accounting Sales

Westwood, NJ
April 21, 2020

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Bartolomeo Chinnici

908-***-**** /



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


P&L Ownership & Accountability

Financial Modelling

System Implementations: ERP/ CRM

Creative Problem Solving

Mergers and Acquisitions

“Big 4” accounting

E commerce

Leadership / Team Building



Net Suite Implementations (3)

Process Improvement

Financial Analysis

Budgeting & Forecasting

Hands on, detail orientated

Sarbanes-Oxley (SOX) Compliance



Risk Analysis & Assessment

Process Improvements

Financial Reporting


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


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 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, 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”)


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

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