Ken Gatte Email & Phone Number

Cleveland/Akron, Ohio Area

Serves as chief credit and accounts payable executive for the company. Formulates company-wide credit and accounts payable policies, procedures, and practices governing the overall credit and payables operations. Conducts or delegates credit risk assessments and establishes credit lines for all new and/or established customers. Oversees divisional and Corporate Credit and Payables Managers. Implements processes that provide for the prompt turnover and adequate protection of the Company’s investment in Accounts Receivable while leading and motivating a high performing management team.

Cleveland/Akron, Ohio Area

Directly led complete North America business unit across allaspects of Order-to-Cash and Accounts Payable consisting of 135+FTE within $11M yearly budget. Responsible for working capitalmanagement, analyzing & executing plan to improve cash flowopportunities, cost controls, and expenses to provideconsultative support and guide business. Collaborated withregional and operational VP leadership on daily operations whiledriving consistencies between global centers.* Achieved nine consecutive years of continuous DSO (Days SalesOutstanding) improvement while reducing bad debt write-offs (0.2%of sales).* Developed and executed plan to centralize North America andEurope Accounts Payable operations to a global center inHyderabad, India, resulting in $1.2M annual SG&A savings.* Reduced FTE further by 24% through strategic alignment,continuous improvement, and waste elimination.

North Canton, Ohio

Directed 110-member team across all aspects of Order to Cash and Accounts Payable functions. Continuously analyzed data and executed action plans to resolve issues improving customer satisfaction. Collaborated with customers, suppliers, as well as corporate leadership on daily operations. Served as global process owner within all aspects of the revenue and payment cycles.

Canton, Ohio Area

Directed 80-member team consisting of credit, billing,collections, cash application, and reporting within the Order toCash organization. Drove process improvements throughdevelopment of KPIs (Key Performance Indicators), SLAs (ServiceLevel Agreements), policies / procedures, and more effectivemetrics.* Partnered with Sales Directors and Regional VPs to resolvecustomer disputes while continually improving DSO and ensuringoverall credit risk policies were in line with corporatestrategies and business needs.* Developed and implemented cost-reduction strategies thatreduced total annual operating costs of Shared Servicesorganization by 15% or $1.5M.* Reduced DSO from 60 days to 40 days while centralizingacquisitions and reducing FTE by 20%.