John Gargani Email & Phone Number

Kennett Square, Pennsylvania, US

• Dealt with both revenue and accounts receivable reporting and analysis. Managed 340(b) program with all outside hospitals and clinics (annual gross revenues $80M, 13 locations). Provided each location with monthly.
• Created and analyzed profit center in newly created position and revenue source, helping it grow from 2 entities and $48M.
• Partnered with customers and provided support in all Health Resources & Services Administration (HRSA) audit requests without incident.

• Managed day-to-day accounting (AP/AR, General Ledger), financial analysis and reporting for multiple locations with 150+ employees and $250M+ annual revenues. Prepared all information necessary for all locations to.
• Generated monthly revenue files from multiple pharmacy systems for monthly, quarterly and annual reporting and analysis, exporting into excel and manipulating for monthly journal entries and revenue look-back analysis.
• Initiated reconciliation process for 3rd-Party receivables within multiple Pharmacy software systems, creating better control to see accounts issues, increasing percentage of collections over time.

• Managed day-to-day payroll functions, HR and benefits administration for multiple locations. Oversaw all input of payroll into ADP system for bi-weekly payroll. Created new forms for on-boarding new employees, reviews.
• Created company handbook from scratch, keeping employees informed of all company policies and procedures.
• Sustained work load in general ledger, financials, A/R, A/P and HR when company grew from $40M and 40+ employees to $150M+ and 100+ employees, creating new employee handbooks, HR forms and taking care of all company.

Sussex, WI, US

• Managed day-to-day accounting (AP/AR, General Ledger), budgeting, financial analysis and reporting benefits administration, HR and Payroll functions for plant with 50 employees and $15M annual revenues. Trained.
• Implemented program to expedite charges for rush work, resulting in 5% increase in sales.
• Reduced billing lag from greater than 5 days to under 2.5 by evaluating billing process using process improvement team.
• Developed forecasting tool, enabling upper management to estimate future sales more accurately, resulting in improved cash reporting, projections and cash management.
• Centralized billing process, separating estimating and billing functions from customer service department, resulting in improved accuracy and timeliness of billing and estimating process.
• Selected to serve on Sarbanes Oxley Steering Committee tasked with implementing SOX compliance measures, helping company become more SOX compliant both at corporate and plant level.