Eli Phillips Email & Phone Number

New York, US

New York, US

I am accountable for the connection of our physical operations with our accounting and reporting solutions. I lead a team multi-talented team of experienced professionals on both accounting / reporting and operations / control functions with dozens of internal customers at Ralph Lauren.

New York, New York City, US

Responsible for all accounting, reporting and financial operations for multi-national fashion leader.

New York, New York City, US

• Primary responsibilities: Revenue to gross margin, inventory, A/R and A/P within Wholesale, Retail, eCommerce plus oversight of APAC region subsidiaries’ accounting results; manage integration of results from.
• Led successful adoption of accounting shared service managing operations in NYC, Paris and China
• Re-engineered accounting solutions eliminating major, inherited audit deficiencies including: o Revenue: wholesale revenue dilution management, eCommerce and Retail revenue recognition o Inventory: justification for.
• Produced first consolidated inventory report at Marc Jacobs reporting inventory by season, product lines, subsidiary and business channel (Wholesale, Retail, Outlet and eCommerce)
• Led adoption and (subsequent relaunch) of Marc Jacobs’ first ERP system (AX Dynamics) into all daily operations including accounting and finance operations and reporting
• Identified and implemented internal controls and process improvements to reduce closing timeline from 12 days to 4 days while incrementally adding the delivery of monthly accounting reporting package

New York, New York City, US

• Primary responsibilities: Core team member tasked to re-launch AX Dynamics capturing business management and reporting efficiencies intended for initial ERP launch
• Responsible for delivering solution design and validation which simultaneously supported requirements of business operations and accounting/finance
• Architected (in whole or in part) and validated custom developments for: o simpler transactional flow for transfer of inventory between wholesale (warehouses) and retail stores / eCommerce platforms reducing manual.
• Validated solution developments were deployable within USA, France, Italy, Hong Kong and China
• Delivered fully operational ERP system within 9 months from start date under budget with productivity driven cost savings realized

New York, New York City, US

• Responsible for all accounting (Sales, Cost of Goods and Inventory) and A/P operations for Inventory/Landed cost
• Led accounting team’s efforts to incorporate Marc Jacobs’ first ERP system within its daily operations
• Identified and implemented with team improvements to reduce closing timeline from 12 days to 5 days over 5 months
• Implemented changes in sales dilution accrual resulting in significant improvements with the audit review
• Re-engineered balance sheet review process where accounts were regularly reconciled and aged appropriately
• Established a “coaching for performance” culture in the accounting team leading to improved performance, nearly eliminating weekend work requirements and received multiple compliments from other leaders who noted “an.

Paris, FR

• Head of function responsible for large manufacturing site’s overall performance as a member of the site’s management committee with specific responsibility for financial performance and operations; $275M costs managed.
• Drove cost reductions of $10M+ while setting site-record production and managing the largest capital program in the North American zone’s history
• Re-built finance team after 100% turnover and contributed to corporate financial leadership initiatives in training and process efficiency improvements
• Transformed finance to an actively engaged business partner providing leverage to drive initiatives in cost reduction, productivity, safety, quality and empower business (not just operational) managers
• Managed team’s development of the weekly financial flash including: service, production, operational variance drivers on direct labor and material losses, overhead spending and commitments, productivity, PO management.
• Provided vision and resources required to launch across North America zone an update to automated inventory aging tools and related balance sheet provisions for inventory providing a result for the internal controls.

Paris, FR

• Led an operations controlling team responsible for executing budgets, trends, cost accounting and financial analysis
• Drove a material waste elimination initiative with manufacturing manager support with manufacturing managers to implement a material waste elimination project netting $800k in first year while eventually reducing.
• Developed and published P&L by production area to site’s Management Committee
• Automated reporting tools on operational variances reducing by 1-2 days the time spent to complete the organization’s statutory reporting package
• Served as Local Key User for CO team through SAP deployment
• Developed the technical infrastructure for new product costing used by all manufacturing sites in the US today leveraging Sharepoint technology to be an interactive platform and reduce administrative burden

• Responsible for developing, maintaining and reporting on standard costs and all related variances costs for large manufacturing site
• Reduced new product estimate timeline from an average of 60+ days outstanding to 30 days outstanding while increasing the accuracy rate to less than 1% variance between estimate and final standard cost
• Led analysis for employee uniform solutions supporting entry into a favorable long-term contract delivering 25% cost savings, improved service and improved employee satisfaction
• Doubled the output of BOM approvals via development of simple queries allowing faster, systematic approvals

• Co-led local implementation of Oracle’s Enterprise One on time and on budget
• Assumed all financial responsibility (all accounting, reporting and leadership) for a small, subsidiary company
• Installed new time and attendance hardware and software reducing compensation cost and payroll service cost
• Automated most of the reporting package reducing time spent on organization’s statutory reporting package
• Developed product line specific P&L reporting to review with product line managers to drive peak performance
• Partnered with manufacturing and logistics managers to deliver a work order report documenting operational performance, closure consistent with the matching principle and tied to the backlog order report