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general manager

Carroll, Ohio, 43112, United States
March 30, 2011

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**** ****** ******** **** • Carroll, Ohio 43112

Home: 614-***-**** • Cellular : 614-***-**** • E-Mail:


Talented, adaptable and highly regarded operations and financial professional and CPA with over 20 years of high-margin success in Operations, Finance and Administration. Experience includes: senior operational and financial leadership, management of all phases of operations including Production, Sales, Marketing, IT, HR, Finance and Administration, formulating recommendations to increase operational efficiencies, cost savings, profitability and implementing new best practices recommendations and business structure improvements. Recognized ability to communicate corporate visions both up and down chain of command and a track record for bridging gap between Operations, Finance and Corporate Offices. Successful at formulating win-win scenarios based on commonality of purpose.


• Operations Management

• Strategic Planning

• Budgeting & Forecasting

• Focused Leadership

• Expense Reduction

• Productivity Improvement • Decisive Decision Making

• Financial Statement Analysis

• Policy & Procedure Review

• Cost Savings Recommendations

• Vendor/Customer/Lender Relations

• Multi-Unit Facility Management • Team Building

• Sarbanes-Oxley

• Multi-tasking Ability

• Interpersonal Skills

• Mentoring & Coaching

• Productivity Improvements



Vice President - Provided the operational, financial and administrative leadership necessary to ensure that the health care consulting company’s start-up process was efficient, on schedule, met business plan projections and within budget. Provide continuing financial and operations leadership to the start-up company.

Developed a comprehensive Red Flags Rule Compliance Manual for the Health Care Industry. This Red Flags Rule Manual is being marketed nationwide through HCPro. Provide technical support and training for health care providers on identity theft issues, Red Flags Rule compliance and internal control issues.

Finance Committee and Board member for a FQHC health care clinic located in the inner city of Columbus, Ohio.

Provide consulting services to companies in various industries in the form of concise operational and financial direction and analysis in the following areas: work flow analysis, cost savings, productivity improvements, continuity between department/functions, inventory, financial statement management and analysis Provide internal controls recommendations, implementation of new operational and accounting software, SOX, GAAP and FASB compliance, contract administration, and banking administration. Industries include: healthcare, insurance, manufacturing, telecom, call centers, financial services, not for profit, government and churches.

• Coordinated and managed an internal audit to resolve bank account discrepancies and shortages totaling more than $1 million. Recovered more than $400,000 in funding deposit shortages; coordinated a comprehensive audit of over 7,000 files complemented with audit software program written to capture 14,000 funding deposits and 70,000 disbursement checks. Database was reviewed to validate funding receipt and disbursement activity for all 7,000 transactions.

CHICAGO TITLE INSURANCE … Columbus, Ohio 1994 to 2007

$90 million revenue and $6 billion asset title insurance company in Ohio with 32 separate offices, 40,000 transactions and 250 associates; business segments include residential resale and refinances, commercial, second mortgage and new home construction.

Chief Administrative Officer of OHIO - Finance, Accounting, and Auditing – State of Ohio (2004 – 2007)

Promoted to ensure consistency and profitability of operations throughout entire state of Ohio including: Dayton, Toledo, Cincinnati, Columbus and Cleveland; directly reporting to regional senior vice president.

Scope of Ohio VP role consists of: statewide administration, auditing, accounting, financial, budgeting, strategic planning, forecasts and internal control functions, providing Ohio managers with guidance and direction in the critical area of leadership, operational efficiencies, increasing revenues, improving segment profitability, marketing of products and services, financial management of the Balance Sheet and Income Statement.

Auditing role function included: all internal controls compliance and financial statement compliance to FNF corporate Internal Control policies and procedures, Ohio Department of Insurance regulations compliance and Sarbanes-Oxley Compliance.

• Stated by FNF corporate senior management as “an expert within Central Ohio in the title insurance marketplace including: sales strategies, customer relations, operational efficiencies, improving employee morale, innovative marketing, financial strategies and segment analysis.” This set the stage for promotion to VP.

• Implemented new statewide Accounting and Operating software system. Established core account structure used in all accounting functions, billing, sales and production reporting. This account structure enabled comprehensive and functional financial statements and accurate revenue, customer, commission and operations analysis and reporting. Account structure was later used in other regions.

• Implemented a comprehensive leadership training program for department managers that focused on improving time and stress management skills, interpersonal skills and dialog as to the important distinction between leadership and management.

Vice President/Central Ohio Manager and Vice President of Finance, IT, Sales (1998 – 2004)

While maintaining Senior Financial VP role administered all facets of operations including (including internal control and Sarbanes Oxley compliance), sales/marketing, administration, production, IT, banking administration, top level customer relations and vendor relations.

Managed the income statement and balance sheet activity for the Columbus operation. Generated new revenue streams while simultaneously providing focus and direction to all 125 employees. Conducted daily reviews of previous day office performance, guided office management through performance enhancements, observed transactions to ensure proper and scheduled closing, and maintained client and vendor relationships.

Oversaw IT functions (supported by 3 Tech staff – Network Administrator and PC Technician), developed and directed internal sales and customer application activity, and held ultimate decision-making authority for all IT initiatives; also managed strategy of telecommunications technology.

• Engineered 200% company growth after development of solid organizational structure encompassing accounting, administrative, technical and operational systems; provided constant review and improvement of procedures to insure future company growth and containment of expenses while new revenue sources continued. Increased residential segment market share to 33% from 24% within 7 years (1995–2002); spearheaded office expansion into Lancaster and Delaware.

• Between 1998–2002 requested by Regional Vice President to work in concert with Central Ohio Manager as AVP and VP as a conduit to assure proper overall operational and financial management. As stated by the Senior Regional VP, these personal efforts brought focus, direction and vision to Chicago Title in Central Ohio; worked to facilitate the progression of operational and sales goals and objectives.

• Created monthly performance review program for staff level employees to improve supervisor and subordinate communications. Established joint brainstorming sessions between managers and sales representatives. These brainstorming sessions improved team work between operations and sales and reduced territory conflicts among sales staff thus improving their productivity.

• Developed, implemented and monitored a three tiered sales commission program enabling sales staff to increase commissions while increasing new revenue. Generated monthly status reports to assure the program’s success.

• Directed the installation of a $320,000 fully integrated voice mail and phone system procured to improve internal and external customer service. Placement involved vendor switch and consolidation of 10 separate phone systems for 130 employees into one central phone system.

• Negotiated cash management services with 5th/3rd Bank and Chase for handling of $2.5 billion in escrow deposits/activity, 120,000 checks, 15,000 deposits annually.

Controller … Central Ohio (1993 – 1998)

Oversaw all facets of accounting department activities including internal control policies, accounts payable/receivable, fixed asset administration, operating budget and financial statement preparation and analysis, reporting and documentation maintenance, escrow account bank reconciliations, and banking and vendor relationship management; coordinated and executed internal audits and organized and facilitated external audits.

• Significantly increased interest income to $1 million generated over 3.5 years with development of cash management system to expedite daily deposit/transfer of $1.7 billion in annualized funds.

• Eliminated risk of fraud and pre-validated all receipts and disbursements prior to final disbursements with establishment of internal control procedures; procedures also increased average daily balances at bank thus increasing interest income 25%.

ROCKWELL INTERNATIONAL … Columbus, Ohio (1990 – 1993)

Multi-Billion Dollar aircraft manufacturer for the Defense Industry

Project Cost Administrator… responsible for the labor cost administration for various defense contract projects. Generated labor trend analysis, labor cost projections, estimates to completion and budgets. Worked with Senior Management, Engineering, Quality Control and Manufacturing to ensure labor costs, labor allocations and labor standards were accurate and effective.

• Successfully performed extensive labor study to determine reasons behind high labor variances on certain projects. Worked with Production, Quality Control and Engineering personnel in determining that labor was being recorded twice during final labor sub-assembly resulting in reducing labor variance expense by $60,000 per year and corresponding improving labor efficiencies ratios.

PREMIX EMS MANUFACTURING … Lancaster, Ohio (1987 – 1990)

$12 Million dollar automotive manufacturing plant producing fiberglass parts for the automotive industry

Controller/Assistant Controller… oversaw all facets of accounting department activities including internal control policies, accounts payable/receivable, fixed asset administration, payroll, cost accounting, inventory management, operating budget and financial statement preparation, analysis and reporting, account; coordinated and executed internal audits and organized and facilitated external audits.

• Maximized Profits and Restructured Pricing by researching and developing an effective labor, material and overhead cost allocation system to ensure all costs were properly matched with individual products. Project positively impacted 5 cost centers and 15-20 major product lines.

• Developed time reporting system for a 250 employee labor force, which reduced foremen reporting errors by $25,000 per month. Labor costs were then properly classified and accounted for, which enabled accurate labor charging and cost analysis for management use.

Publications and Articles …

• HCPro Red Flag Rule: Compliance for Healthcare Industry Training Manual.

• HCPro E newsletters: Several articles on the Red Flag Rule Compliance issues for the health care industry.

• HCPro Audio Seminar: Featured speaker for the Red Flag Rule Compliance and Implementation Seminar.

• Columbus CEO Magazine: Contributor to a featured article on the Red Flag Rule compliance issues for the health care industry.

• American Association of Medical Assistants publication “CMA Today”: Featured contributor on the Red Flag Rule Compliance article.

• Columbus Business First newspaper: Featured in 2009 quarterly Health Care section.


OHIO DOMINICAN UNIVERSITY B.A. in Accounting … Columbus, Ohio

Certified Public Accountant

Member Ohio Society of CPAs, & American Institute of CPAs

Ohio Society of CPA’s Center for Leadership Training

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