Ryan Magin Email & Phone Number

Shakopee, MN, US

Greater Minneapolis-St. Paul Area

Greater Minneapolis-St. Paul Area

Reporting to the Controller. As the Senior Budget Project Manager, oversees the client accounting process including invoicing, collections, media reconciliation, and reporting for large accounts. Also, manage a team of Budget Project Managers, Client Financial relationship, and data management.

Bloomington, Minneasota

• Reported to the A/P Superviser. As a A/P Lead, provided daily direction and monitoring of a team of 5 processers. TEAM LEADERSHIP AND DIRECTION
• Provided direction to team of 5 to reduce overtime to zero for the financial year 2013.TRAINED, COACHED, AND MONITORED TEAM
• Cross trained the team on the inquiry process to provide adequate backup.RECONCILED GENERAL LEDGER ACCOUNTS
• Reduced the purchase order clearing account to within 3 months pending and resolved aged debits to within 4 months and maintained.

Greater Minneapolis-St. Paul Area

• Airborne, Inc. is a high growth CPG company focused on developing and marketing immune support dietary supplements, which were sold through food, drug and club retailers in the U.S. and Canada.Reported to the.
• Restructured the accounts receivable process from post validation to pre-validation process while relocating the business from California to Minnesota, which allowed for better accounts receivable controls.
• Reduced returns and allowances by 60% through better classification, validation and root cause analysis of all deductions.
• Streamlined accounts receivable process which reduced Day Sales Outstanding (DSO) from 51.6 days to 38.5 days.REPORTING TO ASSIST VP OF SALES AND SALES DIRECTORS
• Created new reporting that consolidated multiple data sources in the creation of a standard budget allocation tool to help the sales team better manage their trade funds.CREATED, IMPLEMENTED, TRAINED, AND DOCUMENTED.
• Developed and implemented a credit policy minimizing the company’s risk and setting clear guidelines to follow.

Greater Minneapolis-St. Paul Area

• Reported to the AP Manager. As the AP Analyst, the primary responsibility for overseeing the A/P processors located in India.PROJECT MANAGEMENT
• Developed and established Ariba purchase order invoice process within 2 weeks in order to maintain the original implementation date, resulting in a seamless process still used today.REDUCED TRAINING COSTS
• Cut costs by restructuring training for Ariba purchase order invoice processing from on-site to WebEx training, producing a successful transition, seamless to the business units and vendors. PROCESS IMPROVEMENT TO.
• Simplified, standardized, and automated Designation of Authority (DOA) for invoice processing, providing real-time reports that reduced risk exposure and streamlined invoice processing. PROCESS IMPROVEMENT
• Analyzed and reduced daily invoices pending 875%, from 1400 to 160 on average, increasing monthly accrual accuracy and improving invoice process timeliness. LIAISON TO GMAC IT GROUP
• Analyzed and reduced Information Technology Group’s (ITG) monthly pending invoices 1600%, from 800 to 50 monthly pending invoices, improving accuracy of monthly reporting, and implemented new contact list for use when.

Greater Minneapolis-St. Paul Area

• Grew this franchised commercial and home maintenance brand from startup to 1200+ customers with a 99% customer satisfaction rating. Recruited and trained field and operations staff, setup a call center, researched and.
• Hired and trained experienced construction workers how to sell themselves and the company, which increased their sales by 60%.DEVELOPED AND IMPLEMENTED A MARKETING PLAN
• Created a layered marketing plan that continuously reached my targeted customers with a very limited budget.

Greater Minneapolis-St. Paul Area

• Reported to the Account Operation Development Manager, As the AOS II, I managed inventory for 200+ General Mills products at each of four SUPERVALU warehouses, plus the order-to-cash process. PROCESS IMPROVEMENT TO.
• Saved $1M annually by maximizing supply chain efficiencies for direct plant ship and truck utilization.COST REDUCTION IN INVENTORY LEVELS AND SPOILAGE
• Evaluated current inventory levels and reduced weeks of supply from 4 to 2.5 weeks while improving service to retail to 97%, reducing spoilage costs and inventory by $1M annually.CREATED A PROCESS IMPROVEMENT AND.
• Developed and implemented streamlined over-short-damage process, saving handling time. REDUCE AGED ACCOUNT BALANCES
• Resolved the largest accounts receivable balance of $1M over 300 days to $0 over 300 days.PROJECT TEAM TO BALANCE WORK LOAD
• Developed and standardized Management Workload tool used to distribute work and head count within the customer service center, removing subjectivity from manager to manager.

Greater Minneapolis-St. Paul Area

• Reported to the Account Operation Development Manager. As the AOS I, I directly managed the entire order-to-cash process.PROCESS IMPROVEMENT AND IMPLEMENTATION
• Developed and implemented simplified process to collect cost of money on post-due invoice payments, to collect additional $60K in revenue annually, and new standardized ordering guideline process that customer used to.
• Served as lead for researching any Pillsbury deduction that transitioned to General Mills.QUICK LEARNER TO REDUCE COSTS
• Successful in quickly learning (within one day) the order managing process for both SAP and AS400 that went live the following week, with a transition that was seamless to internal and external customers.
• Learned and mastered General Mills systems and policies to clear accounts receivable deductions within first month, and reduced accounts aged trial balance to zero over 120 days old.

Greater Minneapolis-St. Paul Area

• Reported to the Multifoods Transition Manager. Chosen for Multifoods Transition Supervisor position for a temporary project to transition remaining Pillsbury business to Multifoods International. MANAGED AND COACHED.
• Led team, recognized by Multifoods, which delivered on time and surpassed accounts receivable goals.IDENTIFIED, CREATED, IMPLEMENTED, AND COACHED
• Identified and resolved large military payment process issue, with checklist that avoided additional errors.

Greater Minneapolis-St. Paul Area

• Reported to the Customer Financial Service Director. As the Customer Financial Supervisor/Trainer, I supervised staff of two, led a team of six SAP power users, and trained all new team members. MANAGED AND COACH TEAM.
• Team consistently met monthly and yearly goals set for outstanding aged deductions and invoices.IMPROVED THE TRAINING PROGRAM FOR NEW HIRES
• Restructured and streamlined training process from 6 to 3 weeks, quickly training temporary employees as we integrated with General Mills.PROJECT LEADERSHIP
• Developed and monitored an interim deduction transfer process between Pillsbury and General Mills.IMPLEMENTED NEW POLICIES
• Learned, reported, and implemented General Mills policies and procedures early, making the integration easier for customers.

Greater Minneapolis-St. Paul Area

• Reported to the Accounts Payable Manager. As the A/P Supervisor, I oversaw staff of 4 responsible for trade and entertainment reimbursement, tuition reimbursement, 1099 process, unclaimed property reporting, account.
• Organized and delivered error-free 1099-Misc for Year 2000. LED VENDOR MASTER CLEANUP PROJECT
• Updated and cleaned vendor master in preparation for merger and 1099-Misc reporting, reducing number of active vendors and improving vendor integration with General Mills.

Greater Minneapolis-St. Paul Area

• Reported to the Customer Financial Supervisor. As the Customer Financial Service team member, I expertly managed order-to-cash process for nation’s largest food wholesaler (including invoice accuracy for pricing and.
• Reduced head-count from 2-person team to 1 by streamlining process and preventing deductions.LEADERSHIP RECONIZED FOR TRANSITION TEAM
• Named as lead within first 4 months for transition to SAP after becoming SAP Power User, to add process improvements from the beginning of merged operations.