SANDRA DAMPIER HALL 609-***-****

** ****** *****, *******, *** Jersey 08053 Email: t0jqlt@r.postjobfree.com

Website: http://www.mycareerhighlights.com/sandrahall

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FINANCIAL / OPERATIONS MANAGEMENT

BUSINESS ANALYSIS - PROCESS IMPROVEMENT

COST REDUCTION - BUSINESS PARTNERING - REENGINEERING

Business/Operations Management and Change Leadership professional with proven experience in process analysis, planning, logistics, and directing dynamic business initiatives. Directs the performance of key functional departments to drive long term organizational growth. Focuses on operational and business excellence to achieve market growth, identify and implement practical and innovative solutions, and establish collaborative relationships internally and externally. Highly skilled at turn around management, dynamic team building and supply chain management.

Professional Employment History

CAMPBELL SOUP COMPANY, Camden, NJ 2002 - 2008

A $7.1 billion international maker and marketer of soup, beverages, sauces, biscuits and confectionery products.

Senior Manager-Contract Manufacturing Finance

Supply Chain Finance senior team member responsible for directing all finance activity for NA Contract Manufacturing across 6 businesses, with 62 co-packers and $500 million in annual spend.

Senior Manager - Manufacturing Finance

Supply Chain Finance senior team member responsible for managing cost analysis and tracking for North America's 14 internal thermal manufacturing locations and $1.6 billion in annual operating cost. Oversaw all plant’s financial budgeting and reporting activities.

NABISCO, INC, Kendallville, IN 1997 - 2000

A $9 billion international manufacturer of biscuits, snacks and other premium food products.

Plant Controller

One of seven Plant Staff members responsible for managing the annual production and distribution of 140 million pounds of marshmallow and caramel candy, 550 employees and $83 million in operating cost. Managed all accounting activities with 2 direct and 5 indirect employees.

INTERMET CORPORATION, Troy, MI 1995 - 1997

A $985 million tier one automotive supplier that design and manufacture precision iron and aluminum cast components with 19 operating locations in North America and Europe.

Accounting Manager

Supervised the corporate office accounts payable, capital project tracking, fixed assets, general ledger and month end closing processes (2 employees).

ALUMINUM COMPANY OF AMERICA (ALCOA), Pittsburgh, PA 1990 - 1994

A $15.3 billion aluminum producer, with operations in 26 countries. Its primary products included alumina, automotive components and beverage cans.

Senior Plant Accountant - cost accounting, variance analysis, budgeting and forecasting.

Project Analyst - implemented accounts payable processing in a Shared Services Center.

General Accounting Supervisor - general accounting, financial statement reporting.

Senior Cost Accountant - financial analysis, project cost accounting and system maintenance.

Staff Accountant - Account analysis, inter-company reconciliation and property accounting.

DSM CHEMICALS, INC., Augusta, GA 1986 -1989

An $8.1 billion multi-national group of manufacturing companies that is active worldwide in life science products, performance materials, polymers and industrial chemicals.

Staff Accountant - general accounting, financial statement reporting and analysis.

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Notable Accomplishments

• Led development of annual budgets for NA Contract Manufacturing across 6 businesses with 62 Co-Packers and $500 million annual spend.

• Created a bill of material costing process for products produced by NA Contract Manufacturing Co-Packers. Resulted in improved contract pricing negotiations and better annual budgets.

SANDRA DAMPIER HALL Page Two

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• Created a financial statement review process for all new Co-Packers which provided insights to their financial stability and helped establish collaborative relationships before entering into a contract.

• Created a monthly financial analysis and reporting process for Contract Manufacturing which saved an average of $3 million annually for 5 years.

• Developed annual budget analysis and reporting process for 14 internal plant locations. This resulted in standardized cost classification, consolidated reporting and significantly improved the budget review processes for $1.6 billion annual spend.

• Managed the plant accounting department. Improved accounting performance through personnel changes and training. Resulted in reducing monthly closing from 8 to 3 days.

• Created weekly manufacturing financial performance reporting. Led and directed weekly variance meetings. This resulted in annual cost reductions of $5.2 million.

• Developed inventory control procedures, reducing annual inventory variance from $1.2 to $.3 million. Also reduced physical inventory time by 40%.

• Effectively communicated financial results to all levels of non-finance personnel by developing simple management reporting. Best practice was rolled out to 8 other confectionary plants.

• Reestablished financial statement consolidation after it crashed during the transition of moving headquarters from GA to MI. Working 12 hour days and weekends, resulted in restarting consolidation 2 months later.

• Automated monthly financial statement consolidation and reporting by utilizing mainframe downloads and personal computer lotus macros. Resulted in reducing preparation time by 50% and eliminated clerical errors.

• Implemented corporate accounting system for new plant location. Completed month end closings in 1.5 days. This location was the first to report into corporate out of 85 US locations.

• Automated subsidiary’s monthly financial statement consolidation and reporting utilizing mainframe system downloads and personal computer lotus macros. This reduced preparation time by 50% and eliminated clerical errors.

• Revamped a subsidiary’s project costing system by changing methodology used to collect and input data and calculate percent complete. Reduced cost accounting monthly closing by 60% and improved cost reporting.

• Developed cost control procedures to be used in proposal cost preparation and project cost management. The new procedures improved project pricing, standardized project cost management and reduced annual cost overruns.

Education Augusta State University - MBA in Business Administration

The Ohio State University, BS in Business Administration, Accounting Major

Willing to travel References available

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