Sales Manager

ANTHONY J. BENSON

**** ***** *****, **********, ** 60564 630-***-**** *********@***.***

DIRECTOR OF FINANCE

Strategic Planning / P & L / Asset Management / FP&A / IT / Forecasting / Pricing / Contracts Revenue and Profit Maximization / Multi-functional Budgeting / Modeling / AP & AR/ Closings Business Unit Administration / Metrics / Front-end Interfaces / Tracking / Compliance / Reporting

As a results-oriented financial business leader, I help companies grow and avoid catastrophes. With strong analytical abilities, I possess an exceptional record of positioning products and business units for success. I build best-in-class teams that consistently exceed objectives and secure accurate and timely results. My ability to protect assets, deliver strategic financial processes and seamlessly integrate organizations secures global company financial stability.

I improve transaction integrity and interpret and communicate financial information successfully to all levels of management. By removing business obstacles with less effort than most, I develop standards that become models for others to replicate. I am known for:

Solving complex financial problems and reducing risk

Developing strategic plans and implementing effective financial processes

Reinventing international financial structures

Successfully leading finance teams with multi-site, worldwide reach

Protecting cash and assets to build strong book values

Establishing state-of-the-art financial infrastructures

Improving performance results by introducing strategic forecasting processes

My MBA in Finance and BA in Business Education, earned with honors, are both from Michigan State University. I am an energetic, proactive and results driven business partner who focuses on details to ensure profitability with less risk. Others describe me as having exceptional relationship building and communication abilities. I develop credibility, mentor teams easily and make positive things happen in high pressure environments.

KEY ACCOMPLISHMENTS

Reinvented enterprise business to meet financial goals. Growth of large accounts slowed and Sun financial targets in upcoming years would not be met. Co-defined and implemented a revised coverage model that targeted smaller untapped customer base. Utilizing existing resources grew business 20% over target and delivered ongoing $40M revenue target increase.

Centralized financial function, saving millions. Group decentralized finance organization was spread over six districts. Created centralized plan that improved accuracy, lowered processing time and eliminated redundant support. Reduced headcount by 70%, saved $6M and found structure was replicated across the rest of the U.S. the next year saving many more millions of dollars.

Created new world-wide financial process. Sun needed to provide a credit card billing system. Led multi-functional team consisting of finance, accounting, tax, procurement, legal, engineering and marketing to create a process and plan of record. Designed and managed new program that met all requirements and was ready for release on-time and under budget. Protected potential revenue from high volume processing structure.

Developed business case that led to key acquisition. Cloud Computing required front end solution to provide resources for the computing network. Helped evaluate options. Created business case. Gained approval for international acquisition, completed purchase and fully integrated company into the core business. Enabled Sun to be ready to launch critical product to keep goals and objectives of start up business on-track.

Established strategic financial value of 55 OEM’s. Sun senior executives did not regularly review OEM business results. Financial viability and impact to company was unknown. Established formal review process and determined key stakeholder standards across three business groups. Sorted out underperforming accounts and renegotiated others saving company $5M. Leveraged business unit results were then reported to top executives quarterly.

Consolidated and standardized financial reporting from three business units. All financial reporting from three Sun business units was done differently. Caused inconsistent processes, higher overhead and less accurate OEM reporting. Set new process controls, reporting standards and simplified review processes. Universal financial program was adopted and led to reduction in report time and increased profit of $2.5M.

ANTHONY J. BENSON PAGE 2

Improved managed services and renewal processes to meet meet/exceed goals. Sun needed to drive more solution sales and better manage partners. Existing sales coverage wasn’t adequate and partners needed to step-up sales of standard support contracts. Restructured team, defined account coverage and equaled time spent selling managed services. Managed Services revenue grew 100% year one and 50% in year two. Met service goal of $182M.

Leveraged leasing arm process to secure higher revenue streams. Profit and revenue forecasts for Group were under target. Leveraged leasing arm and targeted all customers that paid monthly software fees. Moved to annual payment via leasing. Set stage for $8M increase on software income. Exceeded revenue, margin and targeted profits for the year.

CAREER SUMMARY

Sun Microsystems, an $11B information technology leader.

Director of Finance, Cloud Computing, a start-up division of Sun, 2008 to 2010.

Directed management of all financial functions including strategic planning, approval of all company programs, P & L and balance sheet processes, asset tracking, modeling and fiduciary responsibilities. Provided financial leadership to integrate privately held international acquisition. Managed five employees and oversaw $120M budget.

Director of Finance, OEM Programs, 2007 to 2008.

Managed team of six financial professionals responsible for analyzing OEM terms, reviewing profitability trends and establishing pricing. Resolved accounting issues and standardized communications and reporting systems. Oversaw $100M budget.

Director of Service Sales, Midwest Area, 2004 to 2007.

Responsible for driving sales support services including vendor management, maintenance agreements, and account planning. Established sales support processes that increased revenue and profitability. Led 15 sales representatives who were responsible for the Midwest Area.

Director of Finance, Central / Midwest Area, 1996 to 2004.

Held overall financial responsibility for hardware, software and operational support functions. Priced and contracted for products. Developed win-win business deals. Established and met goals and objectives. Developed sales standards, compensation programs and nurtured business partners.

Unisys Corporation, an $8B technology provider.

Finance Director, Central Group, 1989 to 1995.

Developed business partner relationships. Directed all financial functions and managed to regularly meet bookings, revenue, margin, SG&A and profit targets. Provided organizational and customer satisfaction oversight. Ensured financial integrity and controls to guarantee compliance with regulatory bodies. Met generally accepted accounting principals and procedures.

Burroughs / Unisys Corporations, 1976 to 1989.

Prior positions with increased responsibility: Finance Director – I & C Region. Controller – Southwest Region. Manager – Human Resources – Latin America / Pacific Division. Manager – International Business Planning. Manager – Financial Analysis – Americas, Pacific / Latin Americas. Manager – International Financial Database. Financial Analyst – International.

Personal Interests: I am active in my community including being a past board member of my homeowners association. I coached youth sports and belong to multiple professional groups including the Financial Executive Networking Group and the Finance and Accounting Professional Association. I enjoy golfing, traveling, biking, fishing and spending time with the family.

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