Mark Ashcraft Email & Phone Number

Beaverton, Or, Us

Portland, Oregon Area

Portland, Oregon Area

• Work with cost center managers to develop budgets, forecasts, and understand periodic spends relative to those expectations, driving discussions surrounding financial initiatives to ensure profitable growth. • Developed tools to manage performance of approved projects and communicate results to Executives; work with Project Managers to review actual spend and adjust forecast expectations for projects with spend ranging from $500K to $73M. • Worked with Project Management Organization to enhance tools utilized to manage Project tools to drive improved project expense reporting and forecasting, including improving project capitalization.

Portland, Oregon Area

• Developed tools utilized by Q&A team used to consolidate a wide variety of data management tools, allowing for streamlined communication with Executives, other corporate departments, and Field Operations.• Provided financial & strategic guidance on and reporting related to new QRIS operational focus; efforts resulted $4.4M (17.5%) lift in revenue vs prior year.• Managed reporting and analysis related to enhanced revenue opportunities associated with Quality Systems; provided strategic guidance to mitigate risks & enhance revenue capture; total revenue generated from all Quality systems in excess of $83M (19.4% improvement vs prior year)

Portland, Oregon Area

• Responsible for managing budgets and periodic performance for key G&A cost centers ($30 mil+ in annual expense).• Developed tools utilized by FP&A team to research, track, and provide commentary regarding monthly financial performance for all G&A cost centers ($143M in total expense), including summary utilized for discussion with Executive team. Instrumental in guiding new processes during departmental restructure.• Work with cost center managers to understand and control periodic spends relative to budget expectations, driving discussions surrounding financial initiatives to ensure profitable growth. • Oversee ongoing performance of approved projects, working with Project Managers to ensure projects stay within approved budgets – ranging in scope from $100k to $5 mil+. Developed summary reporting utilized to track financial status of projects for communications with Executive team.• Recognized by company cost center and departmental leaders for initiative taken to ensure strong interdepartmental coordination with the Finance team. • Developed new process to summarize quarterly financials as they related to potential Bonus payout, allowing Field leaders to have a view of financial performance and provide feedback regarding needed adjustments, unifying manual calculations handled by multiple departments into one streamlined model.• Utilized VBA code development to automate multiple regularly manually manipulated processes.• Serve as liaison between FP&A department and other corporate departments in cross functional meetings to enhance inter-departmental synergies.

Wilsonville, Oregon

• Responsible month-end reconciliation, forecast adjustment, and annual budget development for store supply expenses ($13+ mil annually).• Generated and validated daily reporting of key performance metrics for executive and field management teams.• Developed and oversaw reporting to control labor expenses ($300+ mil annually).• Participated in 3 labor allocation overhauls resulting in annual labor savings between $8 mil and $20 mil.• Responsible for data management for crucial aspects of labor reporting, including developing tools for field managers to adjust allocations as allowed.• Managed project to develop training/management tools for field operators to assist with labor expense management, including a company-wide field manager training Webinar and regular regional training sessions.• Developed financial process to correct borrowed associate labor charges that were being billed to incorrect cost centers impacting profitability reporting (approximately $5.5k correction annually).• Created reporting to fill crucial holes in communication to field managers regarding aspects of labor management previously unavailable that had a significant impact on labor performance (Manager Detail Report).