James Hutzel Email and Phone Number

Contributed to a variety of finance and accounting activities for SAP’s largest board area, including budgeting, forecasting, accounting infrastructure, SOX compliance, M&A activity, and reporting and analysis.• Built and maintained complex financial models for a $20B annual operating plan, contributing to double digit revenue and profit growth and efficient/equitable allocation of budgets.• Led FP&A activities for all regions in SAP’s largest board area. Prepared reporting and analysis for board members, C-level executives, and corporate finance to drive timely and effective decision-making.• Managed inter-company cost allocations and IFRS15 revenue processes for SAP’s largest board area ($350M) to ensure compliance with accounting and tax regulations.• Provided extensive financial support to the global sales organization. Created and maintained accounting infrastructure. Co-led royalty payables audit project, securing >$30M annual savings.• Supported integration of acquisitions, including training new employees, and integrating financial records and reporting structures.• Functioned as primary board area contact for authorizations, budget transfers, and reporting hierarchy topics.

Drove forecast, budget, and quarterly latest estimate processes for the $8B Americas and Asia-Pacific Japan regions, covering multiple sub-regions and lines of business. Provided standard and ad hoc analyses to C-level executives and met all corporate deadlines.• Managed North America corporate finance team. Transformed organization by developing team members, hiring quality candidates, and upgrading positions.• Supported various acquisitions, including training sessions for new personnel and integration of target company’s accounting infrastructure.

Managed a 22-member multi-functional staff of financial analysts, billing administrators and 3rd party vendor/inter-company administrators.• Designed and implemented organizational structure, identified/promoted key performers, upgraded skills, and staffed to volume during a period of rapid growth.• Reduced customer credit volume by 39% in two years (2003 - 2.2% of billings, 2004 - 1.8%, 2005 - 1.4%).• Led integration of customer invoicing arising from acquisitions.• Directed the monthly closing process, including revenue and expense recognition, customer billing, vendor invoice payment and reporting and analysis for an $800M Services line of business.• Published monthly close calendar. Reduced time to close by two days while strengthening the control environment. Consistently delivered materially accurate financial statements.• Managed 70% one-year increase in vendor payables while reducing processing time and accrual levels. Interfaced with IT to implement vendor direct time entry process and to automate related financial reporting.• Coordinated Sarbanes Oxley process for Services Sales area. Fully documented eighty process steps, supported internal and external testing procedures, and implemented remediation plans.• Functioned as controller by maintaining the accounting infrastructure and ensuring the financial system supported changes in the management structure, including playing a lead role in annual re-organization processes.• Prepared revenue and profitability analysis by region, customer, and bill rate to support Services line of business pricing decisions.• Developed VSOE (Vendor Specific Objective Evidence) levels and led a thorough audit of contract data. Worked with corporate communications and revenue recognition teams to prepare and communicate pricing policies to the Services line of business.

Reporting and analysis; Business Partnering; Month End Close; Finance Infrastructure; Budgeting; FP&A activities and process improvement.

Operations planning for the packaging division. Performance metric tracking, financial/operational forecasting, capital investments.