Leon Fairley Email & Phone Number

• Financial Manager of a subsidiary of an Australian software company that grew from $4M to $14M in sales over six years while consistently meeting profit targets. Responsible for accounting, controls and procedures.
• Re-established financial credibility within subsidiary by improving controls, procedures, and reports.
• Implemented expatriate tax and compliance procedures, saving $45K+ in first year in payroll taxes.
• Teamed with division president to consolidate three offices into one, reducing lease and office overhead by $50K+ per year with minimal disruption to the business.
• Facilitated the establishment of a legal entity in Singapore/Asia Pacific Region by establishing banking, tax, and legal relationships.
• Implemented a new project accounting system that improved controls and procedures for revenue recognition.

• Financial manager for a $25M corrugated container plant. Responsible for accounting, computer systems, payroll, human resources, purchasing, payables and accounts receivable.
• Transitioned all policies and systems from MeadWestvaco to Smurfit-Stone. This resulted in the successful shift from a centralized to a decentralized system.
• Improved earnings by $250K through the identification and elimination of low margin business.
• Increased roll stock inventory accuracy from 93% to 99%+ with improved cycle count procedures.

• Financial manager for start up of Mead Containerboard’s mechanical packaging systems group. Responsibilities included financial analysis and control, inventories, reporting, customer service, and billing.
• Successfully implemented the Harry Rohde Management System (HRMS) at Meta Systems and the radio frequency (RF) project at the Gallo Winery. This resulted in increased profits of $50K+ through reducing returns and.
• Led the implementation of SAP source and support functions within Meta. Established purchasing controls and procedures and implemented a formal stores inventory process.
• Provided timely and accurate estimates for Meta machine pricing that enabled full machine cost recovery.
• Influenced Meta sales manager to change structure of machine leases to recover all costs without compromising the ability to sell.
• Educated service engineers on more effective billing of parts and services. Monthly sales grew from $10K to more than $30K.

• Managed the accounting function for the containerboard division. Led the implementation of new financial systems and technology.
• Successfully transitioned the division headquarters accounting and consolidation processes to the corporate shared service center.
• Implemented a new general ledger (Computer Associates to Global), laying the foundation for SAP.
• Managed and controlled property, plant, and equipment with capital project request authorizations, spending limits, post audits and control of the fixed asset system.
• Led quarterly plant administrative manager meetings where process improvements were made by standardizing closing procedures, chart of accounts and financial reporting.

• Responsible for accounting and finance functions at division headquarters. This included financial reporting, consolidations, strategic planning, budgeting, and forecasting.
• Participated in two cross-divisional teams (accounts payable process team and common financial team) that developed common financial and reporting processes.
• Assisted in the formulation of productivity measurements. Administered and articulated the calculations, monitored progress, and identified productivity opportunities.
• Reengineered the accounts payable process through outsourcing. Significantly reduced non-value-added activities and implemented the use of procurement cards. This resulted in the elimination of two clerical personnel.
• Led the annual development of the business plan, resulting in accurate and timely submissions.

Mba, Accounting

Bsba, Accounting