PROFILE:

A decisive analytical finance professional with broad based demonstrable experience in positions of high visibility and responsibility. A strong communicator with collaborative team building relationship skills, who can develop deep business insights that will influence others and the direction and actions of a company while possessing a pragmatic approach to finding solutions to complex cross functional challenges.

EXPERIENCE:

Red Classic – a $360 million dollar subsidiary of Coca-Cola Consolidated: 2016 - 2020

Sr. Financial Planning Analyst (FP&A): As their first FP&A analyst, worked independently to create entirely new processes, from forecasting, customer profitability, cause of change reports, dashboards, establishing key metrics and variance analysis.

Forecasted the P&L weekly down to the operating income level and presented it to the executive leadership team.

Forecasted full year budget variances, allowing leadership to pull triggers to counteract trends.

Created their first days sales outstanding report, which quickly reduced DSO from 75 days to 35.

Helped roll out a new instance of their ERP system (TMW) through testing and reconciling.

Identified and then created ad hoc reporting to address negative trends.

Responsible for the budgeting process. Created reporting, trained users on the tools, conducted the kick-off meeting, and provided coaching and guidance.

Partnered with the pricing team to negotiate customer bids to optimize profitability.

Analyzed markets to determine exposure to spot rates, negotiate dedicated deals and reposition assets.

Spearheaded savings programs during crises, working closely with senior leadership to come up with targets and commitments.

United Technologies / Carrier commercial operations – a $400 million dollar manufacturer of HVAC equipment: 2013 - 2016

Sr. Financial Planning Analysis Specialist (FP&A): Acting Finance Manager, responsible for meeting financial targets, ad hoc reporting and forecasting units, sales and margin, including loading into HFM. Developed partnerships by collaborating with the factory, supply chain, product management, marketing, sales and shipping to produce a forecast, monitor inventory and production capacity and prepare the operations reviews.

Rolled out two new warranty programs, generating 7% higher revenue.

Simplified the S&OP presentation through automation, reducing the number of pages by 75% and clarified the intended message.

Increased forecast and flash projections to within 96% accuracy by incorporating new process improvements.

Reduced excess inventory by 25% by proactively identifying items at risk and putting skus on a bargain list in advance.

Developed seasonal volume rebate opportunities and increased in-season revenue by 40%.

Benchmarked forecast results to help raise the bar on performance [cash flow, DSO, HFM forecast submission].

Automated the forecast and actuals package, used in business reviews, requiring 75% less time to produce.

Audit sales offices and increased compliance by 10% through recommending changes and implementing financial controls.

Displayed leadership in setting the annual operating plan, influencing others cross-functionally on where to show growth and risk.

Collaborated cross-functionally to redesign the factory floor by optimizing our product offerings and generating higher margins.

Reduced concession growth rate by 15% by shinning a light on trends or one-timers.

Aramark: 2012

Sr. Financial Analyst (Contractor): Hired as a contractor to assist in their ad-hoc reporting, trend analysis, financial analysis, budgeting process and recreate and / or automate their forecast process and reporting packages. Simplified and increased the robustness of much of their reporting against their key metrics [KPI].

Performance Fibers, Huntersville NC – a $500 million dollar global manufacturer of fibers: 2010 - 2011

Sr. Financial Analyst Lead (FP&A): A matrixed role where I was responsible for providing financial support to product marketing, commercial, sales, and operations. Created the sales and revenue forecasts [consolidating five plants] and variances to forecast and budget, prepared the monthly business review [SOP], daily dashboards, weekly scorecards, monthly flash, strategic financial plan [STRAP] and the annual operating plan [AOP], the monthly operating review [MOR], monthly expense variance analysis by cost center, created and consolidated five plant’s conversion cost reports, analyze revenue and margin for new products, analyzing performance against KPI targets, set customer pricing, assisted in contract negotiations and compliance, produced the quarterly pricing book, conducted market share analysis, created revenue walks, sales and margin reporting by customer, sales person, territories, plants, regions and segments, blowing down the top line budget to the detailed level. Supported C level executives, product management and marketing teams. Set, calculated, tracked and paid sales incentives / compensation bonus and paid rebates. Loaded AOP into BI.

Created and implemented a sku optimization / rationalization project yielding ten million dollars in savings – a 10% reduction.

Lead the budgeting process. Worked cross functionally with sales leaders, C Level executives, and the plants to create a top line budget by Product Family, Sales Person, Segment, Customer, Plant, Region, and Material Number. Determined the volume, revenue, contribution and gross margin targets for all the above.

Implemented a price recovery process with improved tools and accountability, yielding $70M in revenue.

Lead operations and commercial pulse calls to reinforce commitments and risk mitigation.

Overhauled the sales incentive compensation package and separated material and fixed costs. This gave us the ability to flex material cost in order to keep margin in line with revenue and cost as raw material costs and prices to customers changed.

Introduced several new top-line reports and analysis. Created a billing meeting template that was used for our monthly operating review [MOR], created a segment report after a major cleanup of the data, created a daily open order position report for the sales team, and redesigned the product price mix analysis to better capture true price movements vs. a price blending that was occurring previously because they failed to capture a low enough level of detail.

Helped negotiate contract pricing with our customers and was responsible for their quarterly price changes.

Dean Foods, Charlotte NC – a $12 billion dollar perishable consumer goods manufacturer and distributor: 2008 - 2010

Sr. FP&A and Category Analyst: Responsible for the full P&L. Created and consolidated the sales and revenue forecast for fourteen plants and the region. Lead the P&L and AOP planning, STRAP and forecasting process [top line, plant, SG&A, headcount and distribution budgets], created the monthly business review and plant conversion cost reports. Loaded AOP into Hyperion. Conducted monthly variance analysis to forecast and plan by top line and by cost center expenses. Created and analyzed their revenue cause of change analysis. Produced the daily dashboard, weekly scorecard, and monthly flash.

Lead an effort that identified and reduced unprofitable skus by twenty five percent, which increased margin by 500bp.

Created Dean’s first customer budget model by week and by product categories, built from the ground up. This was used to focus on consumer pricing rather than a markup on cost, and was used throughout the year to benchmark performance.

Lead the organization to shift from a product based to a customer / channel based focus.

Designed and automated a monthly customer and segment P&L report down to the gross margin line, which highlighted month over month, year-to-date verses prior year, and full year performance by volume, net sales, and various margin levels.

Reconciled and brought visibility to our $40 million in trade spend dollars by business sector, customer, and bucket, moving the spend from an entitlement to a success measured basis [percentage growth, plannograms wins, increased shelf space].

Created a monthly billing meeting process where we engaged the sales organization to have them provide finance a volume estimate by customer and product, breaking the tradition of finance using run rates for forecasting.

Created a new business / customer report that was tied to our sales team members to benchmark their performance.

Used Wal-Mart’s POS system Retail Link and IRI data to gleam consumer trends, competitive insights and market share benchmarking and suggest alternative strategies and market focus. Used regression analysis on this data to create a customer based pricing strategy that managed the gap between Private Label vs. Branded pricing rather than using a markup strategy.

Overhauled the monthly reporting package to include reporting with a channel and customer focus rather than a predominantly product focus.

Newell Rubbermaid, Huntersville, NC - a $7 billion dollar global consumer goods manufacturer: 2004 - 2008

Sales Finance Manager: Managed three team members. Responsible for the sales and margin forecast and analysis, budget and variance analysis of ten business units and eight plants. Prepared the monthly business review reports. Set sales, cost center, headcount and plant budgets for 240 salespeople 32 cost centers and 8 plants. Set strategic plans and overall AOP. Calculated and paid bonuses / compensation for my group of over 400 contributors.

Standardized and automated a sales reporting package that communicated results to the leadership team quicker and with 66% less resources, as we only needed one analyst to produce the new reports versus the three used previously.

Implemented a pricing and cost model across channels and divisions that quantified the impact of price, cost, and product mix changes year over year, leading to a better understanding of pricing impacts on margin.

Redefined and automated how we set the salesperson plan by assigning the plan to the customer and product, rather than the region and salesperson. When the customer moved between channels or salesperson, so did the plan.

Implemented a forecast accuracy report and incorporated a component of forecast accuracy into the bonus payout.

Provident, Montebello, NY – a $1.5 billion dollar financial institution: 2001 - 2003

Financial Analyst. Responsible for the forecast, budget and variance analysis for twenty-three branches. P&L and sales / revenue reporting responsibility. Responsible for the annual AOP for revenue, headcount and SG&A.

Performed cash flow analysis, including daily, weekly and monthly reporting formats; comparing actuals versus forecasts.

Prepared actual and projected monthly Profit & Loss statements associated with the three and five year strategic plans.

Developed and implemented revenue and cost variance reporting.

Designed and maintained a user friendly, icon driven customer profitability database, which ranked customers by their net profit contribution to interest and fee income across all product lines (Loans, CD’s, Cash Management, Savings and Checking accounts).

Created and implemented a standard cost for each customer transaction, which was used to allocate corporate overhead either by customer, product, profit or cost center.

Ensured the general ledger was correctly mapped to Cognos Finance during conversion.

ASML, Wilton, CT – a $3 billion dollar global semi-conductor manufacturer: 1997 - 2001

Cost Analyst

Created computer models to forecast sales, cash flow and inventory turns which were used during budgeting.

Saved $20 million dollars on $600 million in inventory by developing an improved methodology of indentifying excess inventory, achieved through a combination of new databases that interfaced with the MRP system and increasing information and communication between the finance, purchasing and production control departments.

Determined excess inventory and calculated termination costs on canceled projects.

Determined standard material, labor and overhead rates and calculated purchase price variance (PPV).

Conducted cost, time value, IRR and NPV analysis on capital equipment expenditures and financed sales deals.

Responsible for cost buildups (BOM) and all balance sheet related cost reporting for both divisional and corporate requirements, maintaining routers and bills of materials, and reported on cycle time measurements.

Spot-checked WIP inventory accuracy and reconciled year-end actual vs. booked inventory.

Consolidated month-end inventory statements between the ledgers of three manufacturing divisions and foreign subsidiaries located in Korea, Malaysia, Japan, Germany, and the Netherlands.

EDUCATION:

Marist College, Poughkeepsie, NY

Master of Business Administration; Finance - GPA – 3.88

Brockport College, Brockport, NY

Bachelor of Science; Finance and Bachelor of Science; Economics - GPA - 3.40

SOFTWARE EXPOSURE:

SAP, Tableau, Hyperion [HFM], Business Objects [BO], Business Warehouse [BW], Business Intelligence [BI] JD Edwards, Essbase, Cognos, Oracle, Discoverer, InSight and PeopleSoft, Microsoft Office, [Access, Excel, PowerPoint, Word], Salesforce.com, TMW, Adaptive, Sales Data Warehouse [SDW], Retail Link, IRI, EDI 852, Velocity, Monarch, IBM Query, Manman, AS400

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