Richard Murch Email & Phone Number

Columbus, Ohio Area

FocusCFO empowers business owners with sound financial management, forward thinking insights and tools, and proactive financial strategies so businesses and organizations can improve internal cash flow, reduce business risk and increase the value and efficiency of their business or organization.Companies that benefit the most from working with FocusCFO: - Currently generate $2M to $30M a year in revenue, although some are larger and some are smaller. - Are ready to maximize cash flow and profitability - Need better insights to where they are making money and where they are not - Have internal accounting support and an outside CPA providing accounting and tax expertise - Want an objective affordable enterprise experienced expert to help make it happen

Columbus, Oh

Lead staff of 23 to peak performance levels while overseeing general accounting and financial reporting efforts including AP, AR, payroll, treasury, tax, and credit functions. Manage corporate banking, credit, and lending operations. Control budgets for Accounting and Finance Departments. Direct month-end closings for Accounting Department; dispatch income statements for each location and present financial summary to senior management. Handle financial due diligence for acquisitions and divestitures. Present quarterly financial results to Board of Directors.Work with C-suite executives and executive leadership team to implement long-term financial plans.Serve on “Strengthen Our Process” team to continually improve operations. Strengthen relationships with banks, audit companies, actuaries, benefit plan investment advisors, and tax firms.• Saved $50,000 (30%) in audit fees by switching audit firms from Deloitte to Crowe Horwath, and eliminated $20,000 in annual fees by changing credit card processing company. Skillfully negotiated contracts, ended long-standing, costly partnerships, found cost-effective service providers, and selected banks for financing opportunities.• Successfully reduced headcount. • Improved speed of monthly status report production by creating Excel database that enabled cross-functional team members to feed data into main report. • Improved budgeting process for entire company and provided templates for all locations. Hired firm in Mexico to handle accounting and tax functions. Currently exploring foreign exchange hedging options for operations in Mexico, due to significant rise of the dollar.• Optimized staff compensation plans by running payroll for 860+ employees and serving on 401k/pension strategy committee. Participated in selection of providers for health, auto, general liability, and Workers’ Comp insurance.• Currently in early stage of implementing Lean concepts as applied to accounts payable process.

Columbus, Oh

Directed all financial planning, forecasting, and reporting for D&TS. Produced annual budgets for all distribution and transportation operations. Worked very closely with Senior Vice President of D&TS, Vice President of Transportation, Chief Financial Officer (CFO), and corporate accounting staff to discuss and drive financial results. Supervised Financial Analyst. Traveled to satellite distribution centers to hold strategy sessions with all General Managers. Reviewed performance of third-party logistics provider each quarter. Analyzed ROI of major projects.• Successfully negotiated more affordable contracts with third-party logistics providers that shipped merchandise to 1,400+ stores. Recommended and selected cost-effective and reliable suppliers for all DCs. Demonstrated cost advantages of purchasing trailers and ultimately eliminated lease renewals • Provided quick access to key statistics and financial information for DCs nationwide. Designed centralized database featuring comprehensive dashboard with in-depth details. Updated data and sent new information to all D&TS General Managers every month. Empowered Corporate Finance Department with more accurate forecasting model and delivered weekly projections of distribution/transportation expenses. • Increased ownership of controllable expenses by revamping annual budget process; strengthened accountability among stakeholders to optimize profits. Introduced monthly expense reviews with all DC directors. Launched quarterly contest based on financial performance and inventory accuracy; rewarded DC producing best results. Challenged productivity assumptions proposed by each General Manager.