Financial Executive/ CFO Resume Sample
SAM JOHNSON, CPA
108 South Newberry Street, Dayton, OH 60606
216.352.4388 Res, 216.434.4784 Cell, email@example.com
FINANCIAL EXECUTIVE / CFO
Action-oriented leader with a strong track record of performance in multi-channel (store, catalog, and e-commerce) retail businesses
Utilize keen analysis, insights and team approach to drive
organizational improvements and implementation of best
practices. Superior interpersonal skills, capable of
resolving multiple and complex (sales, human resources, legal,
financial, operational) issues and motivating staff to peak
Proven areas of expertise include:
- Strategic Planning & Organizational Leadership
- Budgeting & Cost Management
- Sales, Marketing & New Business Development
- Process Design & Productivity Improvement
- Contract Negotiations & Strategic Alliances
- Corporate & Investment Finance
- Growth & Expansion Strategies
- Profitability & Cost Analysis
- Systems & Technology Utilization
- Team Building & Performance Improvement
Western Corporation, Chicago, IL
One of the largest providers of
electricity and natural gas in the Upper Midwest and Northwest
with investments in Expanets, a leader in converged
communications solutions, and Blue Dot Services, a provider of
heating, ventilation and air conditioning services to
residential and commercial customers.
CHIEF FINANCIAL OFFICER / TREASURER, AUG 2001 - PRESENT
Recruited by executive search firm to provide fiscal leadership
of external reporting, tax, treasury, risk management, and
procurement functions. Challenged to reduce expenses and build a
consolidated accounting/finance organization spanning 150+
acquisitions in HBAC, Wholesale Propane, and Communications.
Worked closely with 3 LOB CFOs to review functions, staffing
levels and operating expenses.
Led effort in attracting and developing finance talent in support of
$7B business. Consolidated finance activities in tax,
treasury, and corporate accounting, effectively increasing
staff from 10 to 24.
Established centralized procurement team of 7 professionals achieving savings of $5 million in 2002.
Reviewed finance organization, established new organizational structure and recruited new Director of Taxed and CFO of Utility LOB. Created and filled
Chief Accountant position.
Key leader of Operation Excellence that eliminated $150M of SG&A costs through further
organizational restructuring and cost reductions.
Key member of team implementing enterprise-wide SAP ERP system.
Closed and relocated the finance activities supporting HVAC from Florida to South Dakota in
6-month period including re-hiring, training, and transitioning duties performed by 14 finance professionals.
Coordinated effort to transition external accountants from Arthur Andersen; evaluated and
selected new accounting firm and conducted re-audit of fiscal 2001.
Initiated and directed the activities associated with Sarbanes-Oxley Section 404 certification of
internal control environment. Worked closely with PWC and VP of Audit and controls to perform assessment of controls of utility business.
SAM JOHNSON, CPA, Page 2 of 3
BEAN.COM, SEATTLE, WA
The $300 million direct division of Bean, one of the nation's leading fashion specialty retailers
widely known for providing superior service and high quality,
EXECUTIVE VICE PRESIDENT, MAR 1999 - FEB 2001
Reporting to CEO, recruited by executive
search firm to leverage retail experience and drive operational
and profit improvements. Over saw Strategic Planning, Finance,
Information Technology, Merchandise Planning & Inventory
Control, Print Production, Human Resources, Call Center
Operations, Distribution, Supply Chain Management, and Retail
Store Integration. Accountable for $145M operation and staff of
900. Provided strategic vision, championed formal planning
process, tightened integration of operating departments and
revised the organizational structure to meet growth and demands
of the business.
Developed and implemented a comprehensive strategic planning process for the business
providing greater definition of targeted customers. Improved
alignment of merchandise with numerous defined markets
resulting in sales at 130% of budget and 123% ($19M) of
Worked closely with EVP of
Merchandising to evaluate and analyze catalog profit
performance from targeted customer segments resulting in 11%
increase in per page productivity and identification of new
market/catalog that procured over $65M of new business.
Championed the development and
implementation of a Balanced Scorecard business performance
reporting tool to evaluate monthly results against key
success measures. Developed performance measures included
financial, merchandise, marketing, selling and support,
distribution, customer service metrics, channel performance,
and information technology.
Formalized seasonal merchandise
planning process that helped achieve record inventory
turnover rates and lowest markdown rates, effectively
producing a 24% reduction in inventory over prior year.
Oversaw operations of 24x7 inbound
Call Center with 450+ agents. Directed implementation of
tighter performance metrics, new incentives, and enhanced
Managed production and mailing of 75
million catalogs annually. Implemented strategic plan for
Print Production Department that included RFP processes for
printing services and paper purchasing resulting in expense
reductions and cost increase avoidance in excess of $5M.
Provided continuity of leadership and
direction to the organization during the transition into de
business of 3 new EVPs and the transition out of the
business of 2 EVPs.
DIRECTOR OF FINANCE AND INVENTORY, MAR 1999 - JUN 1999
Led task force of senior management individuals to identify, assess, quantify, and implement profit improvement measures.
Established merchandise performance standards to improve analysis and product placement in catalogs.
Increased catalog sales productivity 26% in fall of 1999 and 30% sales increase in Q4 1999.
Introduced new marketing offer that grew 1999 profits by $2.5M.
Saved $2M in postage through revised return policy.
LINDA'S CATALOGUE, DAYTON, OH
Leading provider of apparel and personal care products.
VICE PRESIDENT OF MERCHANDISE PLANNING & INVENTORY CONTROL, 1997 - 1999
Promoted to new function directing 40
individuals overseeing the planning, placement, and management
of $800M of inventory. Formalized performance standards across
all classes of merchandise for evaluation of performance.
SAM JOHNSON, CPA, Page 3 of 3
Credited with the introduction of
operating margin analysis by item, contributing to a
reduction of inventory levels by 29% on a 2% increase in
Streamlined the merchandise planning
process and increased inventory-buying opportunities through
the development and implementation of data warehouse and
data mining tools.
Developed Analysis Team, implemented
Hyperion Essbase data analysis tools for merchandise
performance and inventory management and shortened data
updating from 7 days to 2.
Implemented inventory building
strategies to focus on "never out of stock" programs for key
VICE PRESIDENT - CONTROLLER, 1995
Top financial position reporting to the
CFO, responsible for a department of 100 individuals overseeing
all financial reporting, general accounting, inventory
accounting, sales auditing, and special handing. Recognized for
integrating finance function into daily operations. Took
leadership role and worked closely with department heads to
drive process and cost improvements throughout the organization.
Streamlined shipping to Canada by
leading project that involved directing IT, Distribution,
Customer Service teams, and negotiating third party
contacts. Built alliances for bulk shipments, worked with
Canadian government to ensure compliance, and grew market
from $10M to $20M. Efforts were subsequently leveraged to
the Japanese marketplace.
Identified and led effort to
recapture US Duty on parcels shipped out of the United
States resulting in annual savings of $125K.
DIRECTOR OF ACCOUNTING OPERATIONS, 1994 - 1995
DIRECTOR OF FINANCIAL REPORTING, 1990
Reporting to the CFO, hired and directed
team of 3 individuals responsible for the Division's budgeting,
forecasting, reporting, and regulatory compliance.
Designed and led implementation of
new financial systems including General Ledger, Accounts
Payable, Catalogue Cost Accounting, and Financial Reporting
for multiple companies within the Division.
Analyzed corporate tax structure and
taxes paid producing first year savings of $70K for workers
compensation expense, $80K in property taxes, and $350K in
sales and use taxes.
KPMG PEAT MARWICK, COLUMBUS, OH
One of the world's leading
providers of assurance, tax, legal, and financial advisory
MANAGER AND SUPERVISING SENIOR,
1986 - 1990
Led and participated in numerous
financial audits for organizations of various sizes.
Served as Office Computer Controls
Specialist; audited Change Controls, Access Controls, and
Physical Controls to financial and non-financial systems.
Recognized as Statistical Audit
Specialist providing assurance and verification of auditing
sample sizes to ensure statistically valid results.
Selected to be National Instructor in
accounting and reporting standards for government services.
Accounting, Walsh University, Ohio
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