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.
• 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.

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.
• 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..
• 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.

• 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.