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Yyyyyy x. yyyyyy

 

0000 xxxxxx xxxx , xxxx , xxxxx 00000 (xxx-xxx-xxxx abc@xyz.com

 

 

Chief Financial Officer

Strategic Planning Team-Building Mergers & Acquisitions

Domestic and International Transformations Footprint Optimization

 

 

         20+ years of progressive financial leadership positions with both private and public companies, and more than 15 years experience in driving high-impact Lean Six Sigma process improvements.

         Seasoned expertise in financial analysis, planning, reporting, and forecasting; consistently play a lead role in supporting, influencing, and navigating fiscally strong company operations.

         Outstanding talents in M&As, general and cost accounting, divestitures, metrics analysis, internal controls, audit management, banking/debt management, and administering KPIs and scorecards.

  • Excel at executive-level relations; proficiency in presenting financial analyses to top-level management.
  • Highly skilled at defining, standardizing, and implementing business processes to maximize competitive positioning, organizational stability, and financial growth.

         Managerial skills include hiring, training, team-building, mentoring, and succession planning.

 

Selected Achievements

 

         Resourcefully transitioned OTC products to outsourcing model at Wellspring, saving $3M+ annually, delivering ~$25M+ in enterprise value, and boosting profits from 63% to 72%.

         Propelled Wellspring s Pharma Services revenues from $4M to $20M and reversed negative ($5M) EBITDA/year to $3M and positive cash flow generation.

         Tripled revenues within Wellspring s OTC business by devising M&A strategy, clarifying investment criteria, and successfully acquiring three OTC products from large strategic sellers.

         Centralized NA rebate administration process to save up to $3M at Masonite Corp.

         Strategically eliminated several small accounts at Masonite Corp. to improve EBITDA by $2M.

         Headed pricing strategies to result in more than $3M in margin improvements for Masonite.

         Leveraged exceptional skills in consolidation and footprint optimization to effectively close more than 40 Masonite Corp. locations.

 

 

Wellspring, 2013 to Present

Chief Financial Officer

         Partner with CEO and two private equity firms to drive top-line and bottom-line growth via monthly management reviews, quarterly Board meetings, deal evaluations, legal/capital structure management, mergers, acquisitions, divestitures, treasury management, and strategic planning.

         Divided company into three distinct segments (Rx, OTC, and Pharma Services), divested five non-core products, and leveraged proceeds to expand OTC through M&A.

         Established supply chain functionality to support OTC business including hiring and mobilizing team.

         Launched pricing study on Rx products and successfully led price increase yielding $1M per year benefit.

         Expertly navigated financial assessment, due diligence, and integration of three product acquisitions, including one FTC-mandated acquisition.

         Efficiently steered treasury function with financial sponsor including cash flow management, debt management and compliance, periodic lender presentation, and monthly/quarterly MD&A.

 

Continued ►

 

 

Page 2 of 2

 

Masonite Corporation, Tampa, Florida, 2006 to 2013

Vice President, Finance

         Spearheaded operational and commercial finance and FP&A globally including acquisitions, annual operating plan, strategic planning, forecasting, metrics, Board presentations, and plant accounting.

         Effectively controlled $2B in annual revenues encompassing 65 operating locations.

         Project-managed complex plant closures and Lean Six Sigma initiatives, enforced SOX compliance, provided external audit support, and coordinated multiple joint ventures.

         Delivered influential support to sales and marketing division via financial analysis of new products, markets, sales channel, weekly scorecards, revenue margins, sales incentives, and rebates.

         Critically evaluated and exited underperforming businesses to improve EBITDA by $5M.

         Championed installation of interior door automation line to drive additional plant consolidation, improve quality control and assurance output, and significantly expand capacity.

         Seamlessly orchestrated seven reductions in force including 50% headcount reduction during tenure.

         Expedited month-end close process from two weeks to three days and reduced cycle time by six weeks.

         Aligned, mobilized, and directed commercial finance team to partner with sales, marketing, and product management VPs, subsequently enhancing mutual goal attainment.

         Investigated new business opportunities in NA wholesale and retail space to increase sales by $100M+.

         Grew margin by $1M by partnering with sales to revamp rebate program to be performance-based.

         Strategically joined forces with EVP of Global Operations and Supply Chain to capture $200M+ in cost savings in five years.

         Proactively interfaced with cross-functional team and outside consultants on pricing/margin opportunities to secure more than $4M in improvements.

 

Alcoa - Global Rolled Products, Hard Alloy Extrusions, Chicago, Illinois, 2006

Director, Finance Center of Excellence

         Governed $8M business group by focusing on financial and business process compliance, centralization of management reporting, team cohesiveness, and international waste reduction efforts.

 

Alcoa Engineered Products, Chicago, Illinois, 2003 to 2006

Controller, Soft Alloy Operations

         Promoted from role as Manager of Financial Analysis & Reporting (2002 to 2003) and charged with full-scope financial management for 12 aluminum extrusion plants generating $1.2B+ annually.

         Teamed with General Manager to helm P&L, margin enhancement programs, cost control, financial planning, performance scorecards, finance team restructuring, and achievement of SOX certification.

         Improved NOPAT 55% in one year and improved cash from operations 20%, exceeding plan.

 

Alcoa Fujikura Ltd., Nashville, Tennessee, 2000 to 2002

Controller, EF&I Telecommunications Division

         Conducted comprehensive financial analysis on acquisitions and collaboratively performed due diligence on prospective purchases; acquired five companies representing more than $100M in revenues.

 

Prior Background:

 

Senior Financial Analyst / Senior Revenue Analyst, Alcoa Fujikura Ltd., Nashville, Tennessee

Cost Accounting Manager / Financial Analyst, Newell Rubbermaid, Shelbyville & Nashville, Tennessee

Staff Auditor, KPMG, Nashville, Tennessee

 

Education & Credentials

 

BS, Accounting, Saint Louis University, St. Louis, Missouri

 

Certified Public Accountant

 

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