Dean Lotufo Email & Phone Number

Glastonbury, Ct, Us

Glastonbury, Ct, Us

Manchester, Ct

Spearheaded full financial accountability for $2B in revenue. Oversaw all areas of finance, with a focus on treasury, payroll, accounts payable, lease administration, insurance, consumer financing, procurement, loss prevention, and inventory control. Managed all the legal aspects of the business with outside counsel. Supervised 80+ employees.· Championed the expansion of consumer financing partnering with 7 additional partners which allowed customers to finance their purchase no matter their credit worthiness. These additional partners make up $750M of the company’s annual revenue.· Implemented online and instore software tool that streamlined the consumer financing applications flow to multiple funding sources. This greatly improved the customer experience and streamlined the application process.· Maintained staffing levels, not adding new headcount while growing the business from $500M to $2B saving the company approximately $250K annually.· Researched and obtained from the state of Connecticut concessions and forgivable loans in excess of +$20M to enable the construction of a new headquarters and providing ongoing training to employees.· Brought in to assist with the implementation of a new ERP - SAP. This facilitated the closing of the books that have not been attended to in 12 months. Closed the books in six months, which pulled the company out of forbearance and a potential company shutdown.· Led strategic planning and cost containment for $55M annual benefits spend, the 4th largest expense in the organization.· Changed from bundled administrative model to unbundled TPA model, unlocking over $1M in claim savings.· Brought in specialized Pharmacy TPA with specialization in managing specialty Rx spend, reducing Rx expenses by 28% in the first year.· Contained Per-Employee-Per-Month self-insured medical trend below or at 5% or below over the last 3 years (1.7%, 2%, 5%). The national medical cost curve averaged 7.5% during this period

As the Company was exiting from bankruptcy, led efforts to improve controls and cash flow visibility. Worked through a buyout by private equity with $100M in revenue. Handled all aspects of the finance and accounting departments including budgeting and forecasting. Managed 10 people. • Spearheaded a cost reduction strategy cutting costs, managing payables and aging, and worked with vendors to extend terms to build up a cash reserve. • Assisted in company exiting of Bankruptcy.• Instituted a cash forecasting model to track weekly cash position on a rolling 13-week period.• Process reengineered many functions within the organization.

Reported to CEOs and their respective Board of Directors. Championed the direction of three investor financed companies, which operated in the areas of oil and gas exploration, medical technology and retail. Worked on their portfolio to determine which may come to transactions and others they may want to close. Managed 20 People. Total revenue managed between the four companies was $750M. Active participant in Waveland’s executive committee. • Played an active role in raising financing for each company’s operations and growth. Worked with Wavelength the parent company, providing forecasts to ask for working capital so they could then work with investors. Helped the company raise approximately $50M in additional funding.• Led the due diligence process for two of the portfolio companies that contributed to the successful financing for both companies.

Led financial accounting, budget planning/monthly estimates, internal/external audit, internal reporting, and profitability analysis. Managed complementary service offering line of business for oncology partners and 10 employees. • Spearheaded the divestiture of the group’s clinical research line of business.• Reduced headcount by 40% saving the company over $5M annually. This was done by task consolidation and the reduction in force.• Reengineered sales force compensation to provide a performance-based plan tied to company objectives.

Architected the process of simplifying the finance organizational structure, standardizing process, and centralized transaction across 6 geographically dispersed business units and the corporate office. Managed at team of 10.• Directed efforts that built a database of global accounting systems. • Developed strong communication channels with Business Unit finance teams, corporate accounting staff, IT resources and Dresser Financial Planning, established consistent reporting requirements and analytical needs across the company’s global financial system.

Created strategic direction and operational management of the company’s 160 person shared financial services center. Oversight of Accounts Payable, Cash and Banking, Payroll, Procurement, and financial systems.• Reduced operating expenses by $1M annually by the consolidation of functions into a shared services environment.• Sponsored and led the PeopleSoft implementation for the company’s financial systems.• Developed a strategic sourcing tool providing the company with savings of approximately $12M in indirect goods spending. • Implemented electronic workflow for accounts payable processing.• Spearheaded the development and implementation of a procure to pay policy governing indirect spend.• Established a procurement company for purchasing activities reducing the company’s sales tax expense approximately $2M annually.