Responsible for Overall Management and the Day to Day Operations of the Finance/Accounting Department. Accountable for preparation of monthly and annual financial statements, cash management, investments, payroll and benefits, budgets, reinsurance and financial reporting to the CEO, regulators, OMIA and FMRe

Trusted finance and accounting resource to business leaders. Strategic business planning in conjunction with developing and implementing continuous improvements to accounting, financial, forecasting, reporting and analytical processes.. Expertise in accounting, finance, cash management, credit and collections, forecasting, reporting and analysis in both small and large organizations•Coached a 3 member accounting team to assume the Controller Role at a mid-sized construction company. •Advised 2 construction companies in aligning internal systems with Prompt Payment Requirements of New Ontario Construction Act (Bill 142) •Completed a Surety Bond Reconciliation for client resulting in a $ 60 k refund•Led Implemented of a Third Party Software to manage and track Maintenance Activities on 200 pieces of equipment for a construction client

Privately owned $ 30 million mechanical and electrical contractor serving the construction and industrial markets in south-western Ontario.Hands on manager leading the financial and human resource systems including; financial reporting and analysis, cash management, collections, accounts payable, internal controls, taxes, insurance, payroll, benefits administration and information technology. External relationship management with financial institutions, auditors, insurance companies and surety bonders. Analytical resource for the President. • Promoted from Director to Vice President in 2005.• Improved cash forecasting through detailed analysis enabling the company to manage successfully through 2 different periods of difficult cash flow. Improved working capital by 300 % plus paid off all long-term debt over a 3 year period..• • Reduced overdue receivables by 60% over a 5 year period by shifting the collections process from being reactive to being proactive.• Decreased month end cycle by 50 % which delivered management results sooner, thereby improving decision making.•Managed 3 upgrades of ERP system Microsoft Dynamics GP over 5 years. Through analysis of each upgrade, reduced implementation time by half. •Lead implementation of 3 new Dynamics GP modules that reduced company dependency of excel spreadsheets and improved accuracy of margins•Implemented automated fixed asset system that improved both accuracy of assets and reduced month end cycle.•Member of a Reporting Team that created an SSRS Dashboard that focused on cash management using SQL views.• Lead financial resource in selling a non strategic business unit allowing management to focus on the core construction and industrial service businesses.

Delivered positive business results by developing and implementing accounting and business processes. Worked with a Financial Service Centre (FSC) that managed a payroll of 12,000 salary and hourly employees in both Canada and the United States improving the quality of their payroll processes. • Eliminated processing errors through standardization. Created 58 process maps with recommendations that improved the quality and throughput of payroll processing.• Decreased payroll general ledger errors by 60% to meet the FSC’s internal controls standards for client’s Sarbanes-Oxley compliance program. • Developed and delivered a training course on data flow management for payroll staff of 20 participants. Course delivery rated as excellent. • Coached 7 first time project leaders. Each project was completed on time and met assigned objectives. Cumulatively projects reduced work effort by 10% for payroll staff of 20.

In a two-year assignment as a Six-Sigma Black Belt, led and managed six process improvement projects that increased profitability by $4 million. Six-Sigma is a disciplined methodology focused on improving quality by eliminating errors at the customer interface while reducing costs. Involved VP’s, Directors, Managers and IT Technicians in implementing projects. Delivered savings of $3 million on an $8 million total spend by redesigning global DuPont’s purchasing process for NT Servers.

Led a team of seven accountants, in a Shared Service Centre, who were responsible for financial statement preparation, account reconciliations, financial and management reporting, product costing, global reporting and intercompany accounting. Administrated company accounting policies and GAAP compliance. Worked with both external and internal audit to ensure all internal control standards were met. Role known within DuPont Canada as a Costing and Inventory Accounting Competency Lead. Managed the implementation project to centralize inventory and cost accounting from 14 business units to a Shared Service Centre resulting in a 20% reduction in staff.

Accountable for business and credit analysis, fixed asset management and internal controls for a $100 million business. Assigned to corporate projects for 50% of time. Member of DuPont Credit Network.

Accountable for all financial systems at a stand alone manufacturing site including; business reporting, annual operating plan, strategic planning, business analysis, accounts payable, working capital management, internal controls, fixed assets, taxes, and product costing. Responsible for managing the distribution and supply chain systems for Western Canada. Coached and provided direction to the development of 13 Operations Technicians. Supervised 4 accounting employees.