Mark Mcquain, Mba, Cpa, Cma Email & Phone Number

Cleveland, Ohio, United States

• Boosted ability of SAP conversion client by completing User Acceptance Testing for the plant manufacturing controllers.• Reconciled client manufacturing balance sheet accounts to enable quicker adoption of SAP S4 HANA. Suggested ongoing reconciliation process for operations group and plants.• Coordinated budgeting and forecasting during the implementation of S4 HANA of 8 worldwide manufacturing plants on 4 different continents.• Investigated and researched assessment, allocation and distributions cycles for each plant and created template for input into SAP.

Cleveland, Ohio, United States

• Re-Engineered and designed three client incentive compensation plans to specifications spelled out on documentation. • Created Excel workbooks to detail monthly, quarterly and annual bridge changes in expense and revenue for quarterly and annual shareholder meetings.• Built sensitivity analysis to allow client a view into revenue in profits for multiple selected scenarios.• Reconciled and accelerated the monthly reporting process.

Cleveland, Ohio, United States

• Developed a complex Data Analytics Operations model, from the ground up, utilizing advanced Microsoft Excel features and multiple graphs that were fast and simple to update, to inform executive leadership of cost trends for over 60 active and inactive locations throughout North America.• Initiated simple to update Microsoft Excel budgeting and forecasting model, using advanced Microsoft Excel features, to replace one that was confusing and difficult to update to a more streamlined informative model within a short turnaround time.

Sharon Center, Ohio

Hired to improve the financial processes of the company. Achieved a faster close starting at closing at midnight on work day four to being able to close on work day two. Created a consistent close process by standardizing the journal entry process and log to get down to the smallest, earliest, most efficient process with still a small amount of time to be gained for further improvement.Reconciled the entire balance sheet and created efficient standardized processes and forms resulting in a few hundred thousand dollars of savings.Narrowed the understanding of the inventory variances by splicing the information down to the smallest common denominator and looking at it by part movement by day.

Cleveland, Ohio

Assumed role from retiring CFO. Led the accounting and financial reporting function for an established organization. After recent acquisition will be tasked with implementation of new accounting software. After ten years of neglect adjusted standard labor and overhead rates at one plant where the unapplied overhead was higher than the applied. Once adjusted our standard costs were more accurately reflected. Developed a 2017 budget from blank spreadsheet to a fully detailed, interactive budget in 2 months’ time. This encompassed all three product lines budgeted down to the cost center and account level. Once it was approved it was uploaded to the mainframe in two hours and complete

Cleveland/Akron, Ohio Area

Mayfield Height, Oh With Frequent Travel To St. Louis, Mo.

Analyze, orchestrate, and direct the post-acquisition financial integration process for one of North America’s leading ferrous and non-ferrous scrap processors. Provide senior-level business unit leadership in reviewing new and existing processes and procedures to minimize risk, reduced integration time, and cut costs. Oversee financial practices for 11 locations including month-end closings, financial reporting, account reconciliations, budgeting, financial planning, forecasting, reporting, process improvement/reengineering, physical inventory tracking/reconciliation, and IT platforms/upgrading. Direct a finance group comprised of 20 cross-functional employees at all matrix levels. •Closed the month-end process at a facility in Nashville, TN faster than predecessor by analyzing and streamlining ineffective processes and procedures.•Assumed operations from a resigning controller in Columbus; met closing deadline and performed role while simultaneously managing an encompassing Nashville site project.•Standardized the physical inventories (11 locations) and closing processes, as well as balance sheets and income statements (five locations); integrated QuickBooks into the SAI closing process.•Conducted the due diligence for a five-site acquisition and closed in record time.•Led the due diligence process for Shapiro Brothers—the company’s second largest acquisition in the Midwest—as well as the processes for Metal Solutions and Knox Recycling.•Completed budgets for all new acquisitions accurately and on time while minimizing risk and costs.

I am a Part time CPA exam review instructor for Becker CPA review at Akron University, Cleveland State and DeVry University in Independence.

Finance Manager | VP Finance | Controller | Financial Planning and Analysis | Finance Director in Transition

Finance Manager / Plant Controller - Commerce and Riverside, CaliforniaAfter long absence of plant controller - promoted to assume accounting controls and safeguard plant assets of international manufacturer of decorative paints, caulks and adhesives (Glidden, Ralph Lauren, Liquid Nails) for west coast facilities in CA, AK, and HI. Oversaw raw material inventory, procurement, Work-in-Progress (WIP) and finished goods operations. Monitored purchases of capital equipment. Conducted invoice audits and account reconciliations for accuracy. Managed one direct report.• Interpreted financial statements, conducted forecasting activities and developed operating budget reflecting responsible and sound financial strategy.• Created standard costs for all four manufacturing plants for Akzo USA. • De-commissioned plant in Commerce ($30M in fixed assets) and commissioned distribution facility in Riverside ($18M in fixed assets) both within one year of announcement.

Directed accounting operations for five Akzo Nobel, (ICI) strategic business units generating approximately 90% of company sales. Executed all account reconciliations and closings. Led division to Sarbanes-Oxley compliance by developing new processes and ensuring staff adhered to all corporate policies and guidelines. Managed four direct reports.• Assumed accounting leadership of $1.6B± in sales after consolidating multiple business units.• Achieved a one time $900k cost savings by leading review process of real estate accrual calculations.• Saved $200k by assuming job tasks of resigning accountant and export analyst from separate divisions and successfully reengineered all responsibilities and methodologies associated with each position .• Key financial liaison to IT department in managing systems development process for accounting interfaces. • Confirmed divisional compliance with Generally Accepted Accounting Principles (GAAP), Sarbanes-Oxley and statutory auditing requirements.

Conducted business and financial analysis activities to support strategic and operational initiatives of four ICI units. Oversaw forecasting, budgeting, variance investigation / analysis, monthly closings, financial reporting, income statements and balance sheets. Identified and structured analytical solutions while working with cross-functional teams to resolve pertinent issues. After eight months, assumed accountability for fifth unit. Managed three direct reports.• Uncovered $800k benefit in first two months by revisiting contract terminology and advertising accruals.• Achieved additional savings of $500k by leading auditing efforts of previously neglected accounts.• Re-engineered and implemented incentive calculation, reporting and payment practice resulting in less time and greater accuracy while reducing closing process to less than one day for all four divisions.

Led research, review and analysis of business documentation and data sources to devise forecasting and business process models that increased sales, profit margins and Return on Investment (ROI). Partnered with VP of Liquid Nails and Director of Strategic planning to develop five-year strategic plan.• Assumed financial leadership of second business unit ($60M revenue) after nine months.• Leveraged historic volumes, rates and fixed-cost assumptions to create budgets for two divisions.• Partnered with sales team in analyzing and structuring more profitable sales program.• Reduced budget development time-frame from five months to one week.

Promoted to Management position to identify / re-engineer organizational and process improvement initiatives across unit; recognized by superiors as being naturally gifted in process re-engineering. • Managed project aimed at creating and implementing Hyperion spreadsheets to populate lower-levels of a top-down budget.• Oversaw the auditor’s due diligence process and documented $180M restructure charge for one of nation’s largest bank-based financial services companies with assets of approximately $102B.

Led business unit analysis process and management reporting process while serving as Senior Lead Analyst for three bank groups; identified monthly variances, forecasts and unit performance. • Assessed and monitored capital expenditure requests ranging from $5K to $5M.• Masterminded linked Hyperion spreadsheet process leveraging historical data to document future trends impacting corporate forecasting.• Developed $160M budget utilizing Hyperion Pillar for the Banking Services group that was later reduced to $119M through strategic site closures.

* Managed a Portfolio of leases to maximize returns. Reported on residual realization.* As an Independent consultant I created several inter-linked workbooks that would project the profitability of the company fifteen years. These reports were then used in the sale of the company to Bank of America.

Mba, Finance And Organzational Behavior

Bs, Accounting

Bs, Finance