Dennis R. Kennedy, Cpa Email & Phone Number

Greensburg, Pa

Teach undergraduate classes in corporate finance. • Praised by students in evaluations as a superior instructor for communication skills and real worldexpertise.• Due to my depth of experience able to stress issues (i.e. Cost of Capital) that are not part of the base material but important for real world success. Weaving personal experiences into the instruction to make it more credible and meaningful makes the class extremely effective

Greater Pittsburgh Area

Serve as a Part-time CFO/Controller to a wide variety of clients.

Greater Pittsburgh Area And Westmoreland County

• Provided periodic financial support (budget compilation and overall financial planning, GAAP compliant financial statements, variance analysis, establishment of key performance indicators, cash forecasting, business valuation, mentor/coach to full-time accounting staff, liaison with outside CPA's for audit and tax work, trusted advisor, etc.) for multiple clients across a wide breadth of industries. Industries served included non-profit, manufacturing, retail lumber and building materials, law firms, construction and mechanical contracting, and multiple start-ups and development stage companies. Also served as a sponsor for the Blue Tree Allied Angels during this time.

Greater Pittsburgh Area

Accountable for timely production and issuance of financial statements, the compilation and monitoring of the corporate budget. As well as cash forecasting, planning and cultivating relationships with outside lenders. Oversaw all Human Resources functions, the negotiations and provision of employee benefits, administration of retirement plans, and COBRA. Also, served as the main company contact with the outside CPA firm, legal counsel, third part administrators, banks and insurance brokers.• Pittsburgh Business Times CFO of the year (finalist) from hundreds of nominees in the area. Nominated by my employer and peers for this prestigious honor. • Found accounting department was a poorly run at time of hire. No system integration with project management systems and poor internal control. Constructed the bridge between the accounting software and the project management software greatly improving internal controls and accuracy.• No financial plan existed at time of hire. Constructed annual budgets from the ground up. Integrated with monthly financial statements and attendant analytical comments The Financial Plan provided the CEO with a proper benchmark to stay on top of day to day company operations. His role was diverted to more pressing issues (i.e. production of revenue, marketing, etc.) resulting in increases in revenue and improved project management.• Improved day-to-day accuracy of statistics. No Key Performance indicators existed at time of hire. Crafted a completed set of pertinent KPI's, that were consistently modified and improved, that were issued on a weekly basis to CEO. Because the KPI's were specifically tailored to the architectural industry, CEO became very reliant on those statistics in managing the day to day operations.

Mckeesport, Pa

In charge of all financial matters including financial statement preparation, budget compilation and monitoring, presentations to the Finance and Audit Committee and the Auberle Board, liaison between the accounting department and the operating departments. Leveraged superior subject matter expertise and industry insight to provide financial leadership for this nonprofit organization dedicated to assisting children and families through residential care, foster care, emergency shelter, in-home intervention, education, workforce development, drug and alcohol, and mental health programs. Maintained accountability for a $13-million annual budget.• Successfully reduced the size of the Finance Department by 33%, resulting in the elimination of $200K from the agency’s budget; served an integral role in the acquisition of funds through the solicitation and capture of donations from large donors and key political figures.• Assumed a hands-on role in the design and deployment of a financial projection tool that was responsible for driving clarity and guidance with respect to the future financial health of the organization.• Captured key gains in productivity through the adoption of electronic time and attendance package. This ended illegal timecard abuse. The new tracking system required a thumb print which eliminated the opportunity to cheat the system. It was subsequently integrated with the accounting system enabling precision with the compilation of departmental costs. • Facilitated the flow of key information and communications between the Board of Directors, Finance & Audit Committee, insurance company, and an independent CPA firm. The impact of this success was that the CEO could take a lesser role allowing him time to spend on other priorities.

Philipsburg, Pa

Retained to develop and implement reforms in the financial practices of this leading $20MM manufacturer of instruments and tubes for the hematology marketplace. Assumed accountability for the accuracy and success of all facets of financial reporting, budgeting, cash management, cost accounting, inventory management, warehousing, and materials management.• Restored the company’s financial reporting to a position of credibility through a series of process improvements that included increased reliance on the features and benefits of the company’s ERP system.• Epicor system was used to manage the manufacturing operations but was not properly integrated with accounting system. Oversaw the six-month integration of the Epicor system which enhanced the credibility and reliability of financial statements.• Organization consistently experienced a significant shortage when the year-end inventory count was taken. Formed and chaired a team of key employees that met every two weeks leading up to the inventory in an attempt to address all potential issues. Shortage was reduced by 50% and the process became the new standard. • Began company wide financial statement analysis. Instituted timely production of statements along with pertinent analysis. Management grew dependent on this information. Created a regimented schedule that included in depth analysis as to variances from budget, prior year, month, etc. The CEO began “looking” for this info each month and asking for meetings to flesh out the comments. He felt much better about his connection with the productivity of his business

Pittsburgh, Pa

Responsible for all financial affairs of this VC backed, pre-revenue high-tech start up firm.

Lawrence, Pa

Full responsibility for all financial matters including budget preparation, financial statement preparation, cash forecasting, cost control, etc. In addition, full responsibility for all HR functions particularly retirement plan administration. The retirement plan administration had a significant level of complexity due to the existence of an Employee Stock Ownership Plan (ESOP). • Saved company more than $100,000 in Pennsylvania taxes on the sale of the four operating subsidiaries, by suggesting (and implementing) the formation of a Delaware Holding Company to house the profits generated by the sale of the subsidiaries.• Company realized a 50% reduction annually in federal income taxes as well as significant investment returns for the employees. The tax money was legally diverted to employee accounts. The reduction was accomplished after significant research determined that the company and our employees would be better served through a conversion to an "S" Corporation from a “C” Corporation. • In charge of all aspects of the acquisition of a competing company. Handled all negotiations, paperwork, and financial matters related to the transaction. Company grew by 35% after acquisition. • Negotiated deal with Dollar Bank to consolidate all four lines of company credit while successfully increasing our working capital line of credit by $3-million. • Brought accountability to the CFO position. Assumed role as the company connection with virtually all non-material outside service suppliers including outside CPA, banks, insurance brokers, third party administrator, and attorneys.