Paul Schnaedter, Cpa Email & Phone Number

Lake Zurich Il.

Led special projects, manufacturing operations analytics, SGA and capital spend, including budgeting and forecasting of respective groups. Direct and indirect reports staff of 9.• Served as finance lead for implementation of SAP ERP, determining requirements, staffing team, setting scope and developing project plan; worked with cross-functional team to identify gap / fit, process mapping, and gap solutioning.• Took over leadership role on retail website implementation that was over budget and behind schedule, completing project under budget and within project timeline.• Designed and rolled out capital process for North American operations on global basis, leading to more efficient and effective corporate capital process.• Created process for budgeting, forecasting, and reporting expenses for US business, partnering with functional VP business leads for increased accuracy that led to proactive business decision making.• Improved pricing process and aligned item set-up process across multiple ERP systems by creating database to track pricing by customers and channels for compliance with Robinson-Patman Act.• Established manufacturing operation analytics used in Make vs Buy analysis.• Developed template that analyzed manufacturing footprint changes to optimize manufacturing and distribution footprint.

Lake Zurich Il.

Selected by CEO and CFO for design and development of custom global data warehouse. Member of steering committee and core team that consisted of 3 senior-level team members to work with regions and 2 IT developers.• Established platform for global data warehouse on SharePoint, allowing for harmonization of data across ERP systems and leading to more efficient reporting for 10K.• Built metadata management tools that were used with global teams to create global product and customer taxonomies, allowing for senior management to understand customer and product trends globally.

Formed standalone FP&A group within ACCO. Directed staff of 1. Responsible for budgeting, forecasting, and management reporting for global operations. Prepared, consolidated, and analyzed key metrics for external reporting.• Created corporate consolidation model and key metrics for corporate goals, leading to streamlined process.• Teamed with corporate and regional senior management on development and alignment of targets for key metrics, increasing transparency across the organization.

Completed product and customer profitability analysis $1B. Ownership of North American budget, forecast and management reporting. Direct and indirect staff of 7.• Built tools and relationships with marketing and sales organizations within ACCO used in bid and line review process, leading to ease in review with senior management and improved profitability.• Collaborated with IT and finance to get direct access to ERP tables, resulting in significant improvements in accuracy and timeliness of reporting within service organization.• Attained lean six sigma black belt, serving on LSS team that increased service contract revenue 5% CAGR; previous years were mid-single digit declines.

Worked with regional and functional executives across organization on incremental post-acquisition synergies.• Oversaw major global projects for ACCO, providing over $135M in savings. Projects achieved over 100% of target.• Teamed with senior management of segments, SBU's, and consultants, determining potential areas of savings.• Provided transparent reporting to senior management on initiatives, identifying issues and interdependencies that helped facilitate resolution.• Provided leadership and integrity in new processes or existing processes (inventory, headcount, SLA), liaising with consultants on strategic projects.• Worked with outside consultants on sale and disposition of $50M business segment

Performed as finance lead for implementation of Oracle ERP and special projects, reporting directly to VP of Information Technology. Daily activities include process mapping, recommending and testing processes. Required continuous communication between IT, Finance and other functions and strict adherence to deadlines.• Determined best practices and implementation strategy for ERP conversion process, working with cross-functional team of key business contributors.• Served as core team lead for both IT and Finance in spin-off from Fortune Brands and merger with GBC, teaming with senior management on determining synergies & acquisition strategies. Design and development of business model used in regulatory filings.

Led Accounts Receivable, Accounts Payable, and Payroll teams. ACCO lead for Initial roll out of Sarbanes-Oxley. Direct and indirect reports of 22.• Received president’s award 2nd consecutive year for excellence on execution of multiple successful projects.• Determined benchmarks with senior management and consultants that resulting in streamlined reporting package.• Headed successful Oracle Upgrade from 10.7 to 11i as finance lead / sponsor.• Reduced costs 50% as ‘Key Stakeholder’ and lead in seamless payroll provider change and implementation.