David Vail Email & Phone Number

Tampa, Florida, US

Responsible for all financial activities for an award winning Florida family owned national brewery and multiple restaurants.

St Petersburg, Florida, US

Responsible for all financial activities for a private upscale college preparatory school. This school (501c3) is a world-renowned boarding and Military school that has over 500 students with 140 international students who board full time. Two former alumni include: Alan Shepard (first American in space and a moonwalker) and Charles Duke (youngest American.

Responsible for implementing the new FASB 842 and installing lease software systems for RGP clients. This includes RWJBarnabas Health ($5 billion revenue Hospital in New Jersey) and Rollins (Orkin Pest Care- $1.7 Billion revenue).RPG is a publicly traded global consulting organization that was previously a division of Deloitte

Greifensee, CH

• Responsible for leading the optimization and process re-engineering of accounts receivable in conjunction with an SAP implementation. Mettler-Toledo is $2 billion revenue, publicly traded, international, Swiss based.
• Directed a team to research, analyze & resolve $3.1 million in credit AR balances
• Presented an idea to capitalize on $3.1 credit balances. Developed a project plan to collaborate with the Sales Department to contact inactive customers. The revenue opportunity is $800,000.
• Re-engineered processes in Accounts Receivables to drive significant improvements for credit and collections, cash processing and customer service.

Pittsford, New York, US

Responsible for all financial activities for the Gatehouse Media Financial Shared Services Center. Gatehouse is one of the largest publicly traded media companies (annual revenues exceeding a billion). This shared services center provides the following services: credit, collections, customer service, cash, contracts, bank reconciliations, financial.

New York, NY, US

• Financial Responsibility for all of the activities for Advance’s Alabama print and digital division (Birmingham, Mobile and Huntsville). Total revenues are $100 million with 800 employees. Advance is a $10 billion.
• Significantly improved 90 days + accounts receivable from $3.5 million or 24% of total AR to $571,000 or 6.3% of total AR. Unapplied (credit balances) were reduced from ($1.0 million) to ($284,000).
• Insourced Order to Cash financial operation to Grand Rapids Michigan (Advance Publications) for an annual savings of $290,000. This insourcing also provided enhanced financial reporting for advertising.
• Developed Financial Planning and Analysis group to assist the Advertising department to increase sales profitability.
• Transformed the financial staff to focus on customer service with a strong sense of accountability, collaboration and motivation to succeed.

Fredericksburg, VA, US

This company is a family owned media company consisting of a local newspaper, five radio stations, digital operations and a new $60 million state of the art commercial printing facility. In addition to being the CFO, I am the general manager for all production activities (104 employees). I also am responsible for IT. This position is very operational.

• Financial Responsibility for all of the activities for a $300 million revenue and a 1,700 employee division. Note: 2006 revenues were $500 million with 3,000 employees. This division consists of 21 operating units.
• Led financial and strategic restructuring of the business transitioning from a print-centric organization to a multi-media organization resulting in operating savings of $115 million and greater efficiencies.
• Managed $143 million sale of this division to Stephens Capital Partners.
• Developed and applied best practices for selling and online channels to drive organizational change. Digital revenues increased 92% from 2005 – 2011.
• Assumed CEO responsibilities for the division for 4 months in 2006 due to death of CEO.
• Created a centralized shared services center for order to cash accounting operations at the Lakeland newspaper realizing annual saving of $1 million, increased customer service and efficiency for the units. This shared.

• Chief Executive Officer responsible for leading the New York Times Shared Services Center. This organization is a separate business unit reporting to the NYT Corporate Controller consisting of 200 employees ($25.
• Transitioned work from the New York Times Newspaper and The Boston Globe and other operational units to the Shared Services Center resulting in company savings of $5 million.
• Built and developed relationships with the Division Presidents and CFO’s (The New York Times Newspaper, The New York Times Digital, The Boston Globe, the NYT Broadcast division and The New York Times Regional Media.
• Created an IT project prioritization model to manage large IT companywide projects to better serve the local units.
• Applied best practices to the center resulting in an increase in operational efficiency and customer service.

New York, US

• This newspaper was a wholly owned subsidiary of The New York Times Company with over $75 million in revenues. Accomplishments:
• The New York Times Internal Audit resulted in a perfect accounting audit report.
• Implemented PBS Advertising and Circulation revenue systems.
• Restructured the Accounting Department to increase efficiency and customer service.
• Completed the financial integration of the Petaluma Argus Courier into The Press Democrat

Lakeland, FL, US

• This newspaper was a wholly owned subsidiary of The New York Times Company with over $50 million in annual revenues. Accomplishments:
• Proposed a new depreciation policy for The New York Times Company that resulted in annual group savings of $1,500,000.
• Managed capital investment and related accounting for new $74 million facility.
• Partnered with NYT Tax department to save $1,700,000 in federal taxes via asset cost segregation study.
• The New York Times Internal Audit - resulted in a perfect financial audit report.
• Saved $620,000 in property taxes via appeal and accounting restructuring.

New York, US

• Assigned to The New York Times Financial and Systems Transformation (“FAST”) Project. This $68 million board sponsored re-engineering initiative was charged with building a company-wide financial and technical.
• Directed implementation of PeopleSoft software and new financial processes at New York Times operating units.
• Partnered with key senior management to develop new business processes and policies.
• Managed outside consultants (Arthur Anderson, Anderson Consulting, and others).
• Responsible for software selection, modification, and testing.
• Developed and coordinated training for PeopleSoft purchasing, G/L, A/P, and reporting.

Ba, Accounting

Mba, Finance