John Strassburger Email & Phone Number

Menlo Park, Ca, Us

Clients include Belmont Trading, Precision Surfacing Solutions, Republic Services• Active member of investment bank selection team for the purpose of spinning off a division.• Active member of commercial bank selection team for the purpose of negotiating a more favorable credit line.• Microsoft D365 ERP conversion project management, focusing on accounting requirements.• Interim employment after my Panasonic job was moved to NJ and to facilitate my relocation to AZ.

Reported to BU heads while leading Finance and Accounting. Periodically also led other non-Finance departments.• Hired as full-time employee after a 4.5-month consulting engagement through Robert Half.• Responsible for all aspects of Budgeting, Forecasting, and Reporting (financial and KPI metrics specific to each BU). Implemented crisp, concise volume/mix analysis tools for presentation to executive leadership.• Responsible for month-end Accounting close process and subsequent variance analysis.• Successfully led the Factory Automation BU through 3 financial and operational audits, by both internal audit teams as well as KPMG.• Leadership role to rationalize the Food Service and Software staffing levels to sustain operation while maximize profitability during the COVID pandemic.• Managed and mentored a team of direct and indirect staff averaging ~30 headcount.

Menlo Park, Ca, Us

• Salaried employee within the Robert Half Management Resources organization. • Streamlined Accounting processes as well as preparation for parent company audit of both accounting and business operations• Customer Volume Rebates. Found and resolved programming and process issues giving rise to a $1M balance sheet misclassification and multiple instances of overstated rebate expense.

• Created profitability model enabling stack ranking of over 5,000 members based on sales volume, gross margin, and contribution margin by month, quarter, and year. Analyzed return rates to find deviations from membership policy.

Itasca, Illinois, Us

Reported to the Knowles CFO. Responsible for oversight of finance operations and analytical support for $240M micro acoustic device supplier, encompassing Planning, Forecast, Budgeting, Mix/Margin analysis, and Cost Accounting.• Conducted daily interaction between Sales/Marketing and plant staffs to define pricing proper to deal size and customer volume.• Performed end to end integration of demand planning, supply chain management, and financial forecast.• Modeled and reviewed capacity and efficiency capital programs typically yielding $6M annual cost savings.• Created model for alternate manufacturing venues to counterbalance high wage inflation in both China and Malaysia.• Created or reviewed all BU monthly and quarterly financial reports and analytics.• Served as member of the KE BU President’s staff with a parallel reporting relationship to CFO.

San Diego, Ca, Us

Reported to the Midwest Vice President of Finance. Responsible for business case modeling for proposed rate plan and handset offerings and forecasting and analytical support for Marketing ($180M annual spend), and Call Center/Customer Care ($90M annual spend) organizations. • Created and kept dealer compensation model (handling ~80% of company sales volume) that was both more enticing to the dealer’s community and less expensive for the company than the prior model.• Managed building of comprehensive Call Center cost model, reducing forecast variation from >25% per month to low single digits.• Created business case models for software-based handset feature offerings and various rate plan offerings.• Managed a staff of three.

San Diego, Ca, Us

Reported to the Vice President of Operations Finance. Responsible for the financial aspects of the Sales and Marketing arm of the company's Midwest region and the single largest market, Chicago. • Hired following FP&A consulting work performed at the San Diego headquarters.• Forecasted and managed pre and post launch spending to ensure alignment with company goals set up when wireless licenses were obtained. • Coordinated with Sales/Marketing teams to create financial models estimating sales velocity and profitability associated with various promotional handset and rate plan pricing proposals.• Drove increased indirect distribution sales via weekly modeling/reporting of dealer sales productivity by dealer type. Model was also used to assess feasibility of "stretch" sales goals from Corporate.

• Retained by CFO or, with Cricket, consultant to the CEO.• Coordinated cross-functional effort (Finance, Accounting, IT) to dissect output from 3rd party billing system. Identified and quantified revenue recognition timing issues, ultimately leading to a Q4'07 $8M revenue restatement.

• Coordinated the Hart-Scott-Rodino filings following the $2.2B acquisition of SDS by Danaher Corporation. Retained by Danaher to aid with post-merger, Accounting-related integrations.• Coordinated the prompt and accurate filing of Sybron's final 10-Q. Created a controlled environment to compile financial statement data and related statistics, replacing an unorganized and inconsistent group of Excel spreadsheets.• Served as Hyperion HFM project leader that transformed a failing implementation to production status.

• Partnered with the SVP of Manufacturing to turn around, sell, or close a $30M manufacturing and sales subsidiary in Mexico City. Aided with rationalization of staffing levels and identification of skill set deficiencies. Result was elimination of > 60 positions and replacement of every leadership position from shift manager through managing director.• Analyzed and closed, where necessary, raw material purchase orders, reducing open PO balances from $62.0M to $3.2M.• Redefined rules of engagement for order management and production scheduling resulting in on-time delivery performance improved from a low in the single digits to consistently > 80%.• Created and managed process while working in coordination with the COO, CFO, VP Sales, and Directors of Operations and Engineering to differentiate salable vs. excess or obsolete inventory.

• Leadership of 10-K filing team after abrupt departure of Accounting Director.• Interim stock option administrator

• Aggregated, analyzed, and edited demand forecast at the customer and part number level to use as order plan for contract manufacturer vendors as well as volume baseline for cash flow modeling and Wall Street revenue guidance.• Reviewed every inventory purchase commitment with respect to the sales order demand plan, ensuring no new orders for materials already on hand; resulted in gross inventory reduction from $151M to $103M during period of weak end user demand.• Served in a leadership role of a cross-functional, integrated forecast process resulted in the company exceeding Wall Street revenue guidance for 5 consecutive quarters following a legacy of consistent misses.

Chicago, Illinois, Us

Mba, Accounting, Operations

B.A., Finance