Jeff Altizer Email & Phone Number

Irving, Tx, Us

Provide business process leadership for a greenfield implementation of SAP S/4 HANA. Lead the following work streams in the design and implementation: Record to Report, Order to Cash, Source to Pay, Extended Warehouse Management, Production, Transportation, Supply Chain Planning• Recruited by CIO to be the business lead guiding senior business leadership through the transformation from purpose-built legacy IT systems to a unified SAP platform• Assess, design and test business process scenarios• Lead the successful launch of the new platform through the conclusion of hypercare

Dallas, Texas, Us

Provide business process leadership for a $100M+ greenfield implementation of SAP S/4 HANA. Lead the following work streams in the design and implementation: Record to Report, Order to Cash, Procure to Pay, Extended Warehouse Management, Master Data Governance, Quality Management, Change Management. • Recruited by CFO and CIO to be the business lead guiding senior business leadership through the transformation from 200+ purpose-built legacy IT systems to a unified SAP platform centered on “out of the box” process• Assessed, designed and tested approximately three thousand business process scenarios• Responsible for initial needs assessment, software evaluation & selection, and Integration Partner selection process. Led the successful launch of the new platform through the conclusion of hypercare

Dallas, Texas, Us

Recruited by newly hired CFO to review and assess several business units and business functions for opportunities to improve business performance and profitability. Key accomplishments:• Led strategy assessment and execution to rehabilitate a $200M bricks and mortar retail unit from -$1.5M loss to +$8.0M pre-tax net income. This was accomplished by reorienting the sales focus from consumer orientation to business-to-business orientation, reorganizing the sales structure and compensation model, streamlining product offerings, renegotiating pricing with key vendors.• Led strategy assessment for and coordinated the sale of a non-core $40M specialty battery division. This removed a perennially unprofitable business from the portfolio and allowed management to focus resources and time on more value creating endeavors.• Provided business and financial leadership to reorganize and streamline the finance and accounting function. • Led a Procurement team in the negotiation of the first-time long-term supply agreement with the primary battery supplier stabilizing pricing volatility and supply predictability.

Chicago, Il, Us

A $600M global law firm of 1,000 attorneys across 23 offices in the US, Europe and Asia. The firm is among the top 50 law firms globally. I was initially brought in on an interim basis to serve as the CFO and to assist with a significant merger with a large law firm based in Boston. Provide financial leadership for the firm including accounting, reporting, budgeting, audit, payroll, treasury, tax, billing, and collections.• Successfully lead and completed 17 audits covering the two legacy firms that included 6 annual financial statement audits (2 US, 2 UK and 2 Hong Kong), 4 statutory audits (2 UK, 2 Hong Kong) and 7 Retirement Plan audits.• Oversaw the integration of two separate ERP systems onto a single platform.• Lead the transition and wind down of the NE based accounting function into the Dallas based accounting center.• Consolidated banking relationships among 10 lenders down to 4 core banks, negotiating a new $40M line of credit, $23M in new term loans and $6M in letters of credit.• Reorganized the accounting and finance function to meet the new demands of the larger merged entity, hiring and training 10 new professional staff.

Plano, Texas, Us

Responsible for finance and accounting leadership of this PE backed, leading provider of leasing services. Functions include all accounting from daily processing to the annual audit, treasury, tax, budgeting, forecasting, strategic planning, operational management, and reporting.

Lenexa, Kansas, Us

Provide total company leadership for Business Performance Management, Annual Operating Plan, Strategic Plan, operational analysis and other ad hoc planning and analysis. Manage a professional team of 31 supporting 6 Business Units (4 Direct Store Delivery, Warehouse Direct, Retail Outlet with 600+ stores), Marketing, National Accounts Sales and Supply Chain. • Recruited by my former CFO at Dr Pepper Snapple to lead the FP&A function as part of a reorganized management team hired to restructure the pricing, cost and go to market strategy for Hostess.• Financial lead for the ~$20M sale of the Mrs. Cubbison’s stuffing & crouton business unit, ~$20M in revenues.• Lead the development of business plans for emergence from bankruptcy. Responsible for development and evaluation of various initiatives required to improve the profit profile of the company. Worked with investment bankers to develop materials for negotiation with various constituents, such as, unions, private equity owners, unsecured creditors and potential new investors. • Implementing a new integrated business planning tool to improve forecast accuracy, ability to identify and act on trends proactively and to free limited resources to provide more value added analytical services.

Provided Accounting, Reporting, Project Management and Process Improvement advisory services for the following companies:GLOBAL SMOOTHIE SUPPLY - Reviewed accounting and prepared footnotes for an SEC S1 filing as the company prepared to go public. Global Smoothie Supply is a start up beverage company that manufactures and distributes equipment and product used to prepare smoothie drinks. Customers include major retailers such as 7-Eleven and Blockbuster.DR PEPPER SNAPPLE GROUP - Provided Project Management services for two separate SAP implementations. - For the first, I performed project management for the Finance track for the conversion of an acquired entity onto SAP 6.0 from a legacy system.- For the second, I performed project management for the Finance track for the conversion of the legacy Mott's and Snapple business onto a new instance of SAP 6.0 from a legacy instance of SAP 4.6.PIPELINE LAND SERVICES, INC. - Provided accounting and advisory services for $15M provider of right-of-way, land management services to the Oil & Gas and Telecom sectors. I reviewed the accounting, systems and processes surrounding the billing, payroll, accounts receivable and expense management. Recommended process improvements that reduced costs by $15K per year and improved the billing cycle by three days.CTMI, LLC - Provided Business Development services for this provider of Expense and Tax Audit services.

Dallas, Tx, Us

Responsible for finance and accounting leadership of a $1.1B subsidiary of FirstGroup, plc, a leading $10B, multinational tranportation services provider. Functions include all accounting from daily processing to the annual audit, treasury, tax, budgeting, forecasting, strategic planning, operational management, and reporting.• led efforts to integrate backoffice functions in Dallas and Calgary to North American shared service center in Cincinnati; realizing $11M in savings by consolidating Finance, IT, Real Estate, Legal, Risk Management and HR functions• implemented an integrated business planning process that improved communication among cross functional views of customer service, marketing, operations and finance, resulting in improved forecasting and budgeting integrity and the ability to spot and act on trends more proactively• managed finance organization of approximately 400 in the US and Canada. Reorganized the finance structure to place greater focus on business performance and revenue development• led efforts to aggressively manage cost, capital expenditure and working capital in response to extreme impact of recession on financial performance; -$87M costs, -$19M capex and -$10M working capital

Providing financial leadership in partnering with CSAB Commercial functions, specifically supporting the EVP of Marketing, the EVP Sales and their respective executive teams in all aspects of financial planning and analysis. • developing annual budgets and periodic forecasts • evaluating new product offerings and promotional effectiveness • developing and activating gap closing ideas for forecast shortfalls • leading professional teams, ranging from 7 to 28 in size

Provided accounting, financial and customer service leadership to Dr Pepper/Seven Up Senior Executive Team and key stakeholders throughout the organization. • Led a team of 106 employees in 6 departments that perform General Acct'g, Reporting, Cost Acct'g, Payroll, A/P, A/R, Customer Service, Credit and Collections, and Marketing Reimbursement. • led several process improvement initiatives in procurement, fulfillment, order management, collections, T&E reimbursement, and marketing reimbursement processes resulting in annual savings of $6.4M per year • led successful efforts to reduce trade working capital, especially DSO and days payable outstanding by implementing rigorous measurement and best practice resulting in $40M improvement over two years • business lead for Finance & Accounting and Customer to Cash tracks in SAP implementation • key business leader in the implementation and transition of transactional activities to a Shared Service format

Managed departments of five to 15 providing financial analysis and budgeting support for two different field sales organizations. • prepared annual business plan and periodic forecasts for sales, trade/marketing spend and operating expense for the field sales organization; reported actual performance against plan and prior year • led training and ongoing reinforcement of company’s strategic implementation of Value Based Management within sales force constituency • performed special projects and business decision support analyses; examples include designing promotion evaluation model and a channel evaluation model

Chicago, Illinois, Us

Managed a department of four professionals in all facets of financial analysis required by the parts distribution business. • prepared annual and strategic plans; researched and reported actual performance • prepared financial analysis and qualitative justification for capital expenditures • selected as lead analyst on an eighteen-month re-engineering effort that: - resulted in a new pricing strategy improving operating margins $3.2M (+15%) - optimized distribution network reducing locations yet enhancing profitability and customer service levels

London, Gb