Scott Henle Email & Phone Number

Wilmington, North Carolina, United States

Webster City, Iowa, United States

Iowa Falls, Iowa, United States

Williams, Ia & Omaha, Ne

 Working with startup company to establish sound business procedures and policies, while establishing business relationships with bankers, CPA’s, insurance brokers, and vendors in order to assist the company growth. Reviewing financial statements for seven existing companies in QuickBooks in order to report accurate results to external CPA’s. Updating and creating consistency between the reports while correcting coding of expenditures. Treasury management Creating subsidiary ledgers, like fixed asset registers, to support statement balances.

Waverly, Ia

 Worked in liaison role between corporate and plant accounting teams. Responsible for knowledge transfer from plant accounting team to corporate. Created statements of procedures (SOP’s) to facilitate the efficient and effective transition from one team to another.

Alden, Ia

 Spent the majority of time there building customer relations and creating weekly invoicing efficiencies. Responsible for cash application and customer invoicing. Leveraged available technology to create weekly spreadsheet template which allowed for better record keeping and communication with customers and management.

Conrad, Ia

Logistics engineer extraordinaire...Coordinating outbound and backhaul reefer/van freight for 50+ trucks; Enhancing Customer Service; Optimizing fleet operational efficiency; Communicating with drivers

Iowa Falls, Ia

 Directed a staff of 10 concentrating on process improvements in Inventory Control, AR, AP, and Data Analysis. Redesigned credit card acceptance method making the company PCI compliant while streamlining the process to realize over $200,000 in annual savings. Implemented cost savings totaling over $250,000 annually through vendor analysis and relations.  Drove operational profitability by developing analysis report queries used to measure performance metrics (i.e., built excess inventory analysis that maintains less than $600K E&O inventory on $70M + total inventory). Through analysis of team functions was able to eliminate “non value-added” processes and redirect resources to procedures affecting bottom line results. Improved treasury management reporting and review which provided more accurate management and borrowing base certificate reporting and enhanced company’s collateral relationship. Implemented 2 online procedures to streamline reconciliation of T&E and credit card reconciliations; allowing 1 FTE to redirect resources to value-added procedures. Developed streamlined inventory control and administrative team procedures allowing for better controls through: weekly cycle counting, timely management reporting, and biannual physical inventory counts. Directed audit communications with external CPA’s, bank examiners and collateral appraisers. Involved in many “non-traditional” controller roles like fleet and insurance management/reporting which contributed to bottom-line results through lower lease charges and premiums. Provided historical reporting to other departments (i.e., Sales/Marketing & Purchasing) providing SKU margin and purchase analysis. Periodic travel to remote warehouse sites for inventory counts, audits and general process reviews.

ER Snell Contractor does road construction throughout Georgia.* Managed a staff of 14 made up of financial accountants and AP/PO processors; restructured AP department eliminating idleness and overtime.* Met with management quarterly to review financial packet analysis and communicate results, and suggest improvement areas and areas of concern. * Liaison for communicating financial results to management, external auditors, and banking institutions. * Completed annual budget with job cost review to ensure accurate reporting and assignment of costs. * Was a change factor by redesigning account review process to enable online usage available to all users, and reduced overhead costs while implementing better internal controls.

* Managed a staff of 14 made up of financial accountants and AP/PO processors; restructured AP department eliminating idleness and overtime.* Met with management quarterly to review financial packet analysis and communicate results, and suggest areas of concern and improvement.* Liaison for communicating financial results to management, external auditors, and banking institutions. * Completed annual budget with job cost review to ensure accurate reporting and assignment of costs. * Led redesign of monthly financial review making it electronic; resulting in less paperwork, overhead and time-savings.* Conducted vendor reviews and created over $100,000 of annual cost savings

* Managed a staff of seven that included three bookkeepers, one payroll administrator, and three operational support people. * Responsible for every aspect of the financials for LMS’ 43 national sites. * Closed the P&L statements and met with LMS management on a weekly basis to explain results to provide accurate information for decision making. Also trained field management on P&L’s to allow better understanding of results.* Reviewing accuracy of billing/collection activity, reviewing/investigating accounts payable data, inputting weekly and monthly journal entries to ensure the accuracy of the financials as well, along with communicating with various state agencies and outside CPA firm.* Spent extensive amount of time analyzing accounts and creating work papers to verify and document the accuracy of LMS’ balance sheet, along with working with established KPI’s. * Restructured LMS administrative department; minimized inefficiencies and therefore simplified work flow and eliminated overtime.

* Led and mentored a team of five accountants and four clerks that were responsible for the financial reporting of 36 branches in Eastern Metro Atlanta. Had six staff members promoted to other positions within company while leading the city in employee retention.* Developed regional financial packets for internal management communicating monthly results and highlighting concerns 10 days after month-end close. Creating an effective tool for better decision making.* Met with management monthly to analyze branch cost structure; along with pro-forma analysis on new branches.* Created cost saving measures, efficiencies and budgets that saved the city over $100k annually.* Directed training classes for accounting and management staff on accounting policies, company procedures and best practices in order to prepare them for promotion. * Guided accounting staff through implementation and use of new PeopleSoft software.* Strengthened company image in community by developing corporate partnership with March of Dimes and Rotary Club; maintained established company endeavors with United Way.

 Prepared, reviewed, and presented monthly financial information to investors, owners, and corporate department heads. Prepared annual budgets and evaluated performance on a monthly basis to identify areas needing improvement. Worked at length with accounts receivable, accounts payable, and fixed asset maintenance on new general ledger system.  Projected cash flows to manage vendor payment process. Built bank relationship which assisted in line of credit usage.

 Coordinated and supervised four to six staff in the preparation of a monthly, regional financial package for group’s nursing homes.  Reported quarterly and annual cost reports to Medicare and Medicaid programs for insurance reimbursement.  Performed monthly balance sheet review and variance analysis of fixed cost budgets to ensure compliance with standards.  Directed on-site facility inventories and correlated information for external audit requests.

Ba, Accounting

Activities and Societies: Accounting ClubAccounting

Education record

General studies