Mark Wiemold, Cpa Email & Phone Number

New York, New York, Us

New York, New York, Us

Seeking a management role in which I can contribute to a growing company's profitability and team culture.

Chicago, Il, Us

Provided FP&A, and general accounting support to the internal reporting staff, accounting process improvement and merger and integration optimization with acquired hospital groups Project support, report design and writing for the PeopleSoft improvement initiative

Chicago, Il, Us

Provided project support to the Oracle general ledger installationPerformed complex reconciliations in support of merger integration and Oracle general ledger installation

Chicago, Il, Us

U.S. retail subsidiary of the world’s fifth largest insurance brokerage.Hired to develop the financial, planning, revenue analysis, and compliance function in JLT’s new U.S. retail platform extension. Presented regularly to Executive Committee, Operations Committee, Audit and Risk Committee and Subsidiary Board of Directors.ENTERPRISE IMPACT:Established monthly sales, monthly close and financial reporting cycles for management and corporate (London) reporting requirements.Developed three year strategic business plans, annual budget, forecast processes and established monthly sales, monthly close, and financial reporting cycles for management review.Provided oversight and review to operational accounting, collections process and carrier payables.Adapted firm’s use of Salesforce.com (SFDC) pipeline tool for use in financial forecasting and improved business intelligence around the revenue and revenue prospecting function.Championed local adoption of U.K.’s financial standards (IFRS).Implemented TAM and Epic software for operational accounting and reporting.

London, Gb

World's leading reinsurance intermediary and full-service capital advisor with revenues of $1.1 billion and 2,000 employees. Promoted to direct, develop, and improve finance, accounting, revenue analysis, statutory, and regulatory reporting operations for $450 million reinsurance brokerage unit of Aon, Inc. Supervised six staff. Presented monthly to Aon Benfield Executive Committee, Aon Benfield Enterprise Risk Committee, and International CFO.ENTERPRISE IMPACT:Reduced monthly close from seven to three days, improving quality and consistency of financial data.Streamlined financial reporting package in order to provide timely and comprehensive reporting and management intelligence to a wider audience. Directed division's financial regulatory compliance operations and client best practices implementation.Financial lead in Aon Benfield's transfer pricing initiatives in the United Kingdom.Developed and lead monthly operational review with U.K. department directors, resulting in an increased understanding of U.K. results and issues for the U.S. office.Developed and improved the monthly forecasting process the the U.K. and supervised migration from an Excel based process to an enterprise planning and forecasting tool.Financial lead in Aon Benfield's transfer pricing initiatives in the United Kingdom.Responsible for annual planning-supervising the process from target stage to management review and installation of the plan into the FP&A reporting system.The integration of Aon and Benfield in the U.K. was complex as business lines were not as complementary. This created significant organizational and operational differences. As a result this integration was delayed. Originally seconded to the U.K. to help with initial planning and close, relocated to provide management over the Specialty insurance areas and the U.K. staff after the U.K. management reorganized. This was a challenging period as the U.K. has several regulatory challenges not faced in the U.S.

London, Gb

Promoted to direct and develop finance, accounting, revenue analysis, and regulatory reporting operations for a $600 million unit of Aon Inc. Supervised 10 staff. Presented regularly to corporate CFO and CEO on financial objectives, goals, and progress. ENTERPRISE IMPACT:Led U.S. financial team on Aon's acquisition and integration of Benfield, creating Aon Benfield division and capturing annualized integration savings of $64 million.Created the first combined Aon Re and Benfield plan-planning and forecasting process in the U.S.Led a combined U.S./U.K. team to create the Aon Benfield U.K. plan after the acquisition of Benfield.Instituted monthly revenue analysis and forecasting processes to provide timely, relevant information to C-suite.Directed division's regulatory compliance operations and client best practices implementation.Developed monthly profit/loss review with 15 department directors, leading to head count redeployment and reduction and annualized expense savings in excess of $3 million.Aon Re was the largest reinsurance broker worldwide, Benfield the third largest. The Aon Re acquisition of Benfield was treated as a merger of equals and in the U.S. the integration of the units went quickly and smoothly as the the clients and specialties were highly complementary and the back office functions relatively easy to specifically identify with revenue source or function. We were able to obtain significant cost savings and operational efficiency through necessary headcount reduction of redundant staff and adoption of each firms most effective system and best practice.

London, Gb

Largest U.S. operator of Managing General Agents with revenues of $130 million and 225 employees.Promoted to finance and management position to direct financial reporting and analysis, planning, compliance, operational accounting, technology support services, create strategic plans, improve profitability, monitor performance indicators, and ensure benefits realization. Supervised 5 person financial accounting staff and directed 90 person service center. This unit was made up of a number of independently run Managing General Agents which initially had their own operating, general ledger and support systems. During this period we moved these units to a common general ledger and central support system and in nearly all cases to a common operating platform. The operating platform was created nearly from scratch as after a long search at the time we were able to find a robust enough platform to satisfy requirements. By consolidating to a common support center we were able to significantly save cost and most importantly obtain management information which was key to our product development and marketing efforts.ENTERPRISE IMPACT:Drove annual savings of $5 million by consolidating 20 IT systems to three and reducing head count.Captured $2 million in annual savings by creating an international service center that consolidated 20 separate finance and accounting units.Produced $4 million in annual savings by eliminating 15 corporate entities from the organizational chart, streamlining reporting systems, and simplifying the unit's tax and regulatory profile.Directed a finance team in acquisition/dispositions valued at $100 million and developed five new product initiatives generating $25 million in new annual revenues.Led Sarbanes-Oxley reporting team from 2003 through 2006.Served as Compliance Officer for Aon's settlement with the U.S. Attorney General, creating new regulatory and client disclosure notification procedures for sales cycle.

London, Gb

Holding subsidiary with $1 billion in annual revenues for re-insurance brokerage, affinity services, captive brokers and managers, third party administrators, wholesalers, and managing general underwriters. Consistent performance-driven success directing financial reporting and operational accounting. Supervised a 15 person accounting staff.During this period Aon was heavily focused on the acquisition and integration of operations. Much work was done in the evaluation and purchase of acquisitions and their preliminary integration.We also did the first implementation of the PeopleSoft general ledger/payroll/AP systems at this time.ENTERPRISE IMPACT:Led team conducting financial analysis and negotiation of 15 acquisitions with total annual revenues in excess of $300 million. Directed all periodic closes and corporate reporting.Created annual planning process systems and presented to Aon senior management.Directed financial and IT implementation of general ledger system(PeopleSoft).

Worldwide brokerage and clearing firm on all major U.S. exchanges, clearing market makers and local traders. Created the reporting function to senior and divisional management for the organization. Supervised a seven person staff.ENTERPRISE IMPACT:Led the financial and operational integration of five acquisitions and $20 million of expense reduction.Completely overhauled financial reporting, planning, tax and compliance functions.Reconciled and cleansed the entire corporate balance sheet.

Planned and supervised audit and tax engagements for member clearing firms of the NYSE, CME, CBOT, and CBOEPerformed M&A due diligence for various clients

Planned and supervised audit and tax engagements for member clearing firms of the NYSE, CME, CBOT, and CBOE

Planned and supervised compliance audit engagements for non-member firms of the CME, CBOT and KCBOT as those firms DSRO (Designated Self Regulatory Organization)

Consolidations, account analysis, preparation of the forms 10K and 10Q. Annual budgeting and workpaper preparation for the firm's annual audit.

Supervised and performed internal audits of BRAC corporate functionsSupervised and performed revenue audits of BRAC licenseesPerformed Due Diligence projects around corporate purchases of BRAC licensees.

Supervised and performed financial audits of a broad variety of companiesClients included: Manufacturing, Banks, Insurance, Construction and Rent a Car.

B.A., Business Administration And Accounting

College/University Preparatory And Advanced High School/Secondary Diploma Program