Scott Sailors, Cpa Email and Phone Number

Lead a team of 7 direct reports and 110 total team members, including General Ledger Accounting, Fixed Assets, Accounts Receivables, Credit & Collections, Billing, Accounts Payables & Payroll. • Absorbed the Chief Accounting Officer position within first month of taking the position. In addition, reduced 20% of entire organization in first 6 months while maintaining key KPIs (i.e. DSO, DPO)• Injected manager accountability to ensure that underperforming team members are addressed accordingly.• Responsible for overseeing all audit activities and ensuring all SEC filings (i.e. 10-Q, 10-K) are completed timely and accurately.• Directed Finance & Accounting teams throughout the integration of the acquiring company onto SAP and ancillary systems.

Provided unwavering customer service to field operations, building financial acumen to enable better decision making from those with minimal financial background. Field operations consisted of 30 branches located throughout the U.S.• Established reporting, planning and forecasting cadence to a recently acquired business unit, including recurring reporting as well as financial analysis and insight to the monthly results.• Created Excel based bonus model that calculated the entire company’s complex short term incentive plans to the penny, utilizing advanced logic and macros. Replaced inaccurate 3-person multi-hour process with a click of the button, 2 minute automated calculation.• Modified internal accounting procedures to enforce collection responsibility to field personnel, resulting in overall DSO to drop by 25% in the first year; Translated to an additional $12M of free cash flow.

Utilizing expansive toolset to provide companies of all industries and backgrounds with a wide variety of finance, accounting & systems solutions to streamline internal processes and realize efficiencies. •Hyperion Planning: system setup, administration process and ongoing maintenance development.•Creation of Excel based financial modeling to solve forecasting and budgeting needs, customized to the demands of the company; facilitation of discussions to drive the organization to implement the most effective solution, including modification of surrounding processes to aid in overall planning accuracy.•Develop BOD reporting to minimize human error and to maintain high standards of visual appeal.•Data restructuring, cleanup and establishment of processes to ensure integrity of data going forward.

Repeatedly promoted to accounting, financial and systems management positions to quickly distill complex data into business insights and actions that transform, turn around, and establish means to long-term profitability. Completely restructured and developed Finance department to handle increasing needs of accurate financial data. Coordinated and continuously improved the consolidated planning process for all segments of ATMI, including the strategic plan, annual operating budget and monthly forecast, providing increased analysis and understood recommendations.•Developed complex financial model that addressed ATMI’s current business and future strategic initiatives, positioning the company for sale. As the foundation for the overall transaction, the model aided ATMI to command a $1.2 billion sales price.•Instrumental with doubling company financial performance over 14 years by developing and continually improving the financial planning process and model used in all planning activities. Better analyzed, understood, and trusted data unified decisions made by executive leadership team and C-Suite executives who relied on data for capital, human capital and strategic initiatives.•Enabled constant analytical access to $400 million of annual revenue and $50 million in R&D spending by establishing detailed user-friendly databases using Excel, Access, Business Objects, and Oracle Projects.•Mitigated risk of material misstatements in financials by solving many complex accounting issues. Avoided potential financial detriment of millions of dollars to investors and restored trust in the overall Finance & Accounting teams.•Conducted consolidated financial analysis of all sections of the income statement providing exceptional quantitative and qualitative synopses to internal management and to the Board of Directors.

Oversaw and managed the continued development of budgeting, forecasting, reporting, data warehouse and financial modeling tools. Led decision, design and implementation of Hyperion Planning.• Led transition of centralizing general accounting to corporate headquarters in Connecticut and Operations Finance in Texas; continued to direct data flow between Finance and Accounting.• Developed and disseminated chart of accounts structure optimizing categorization of accounting data and analytical capabilities.

Managed annual budget, strategic planning, monthly forecasting, and consolidated financial analysis for Board and Executive reporting. Managed Business Unit Accounting team expected to proliferate continuous improvement. Implemented Workday while continuing to lead modifications to Oracle and Business Objects.•Created reliable monthly rolling forecast process, extracting data from necessary financial analysts and business partners for proper analysis and decision-making. Considerably reduced annual budget cycle time and limited issues that arose from sporadic planning cycles.•Identified the need for better financial statement understanding prior to closing to ensure accuracy and minimize risk of misstatement.•Developed dynamic discussions with key stakeholders to review and address actionable issues prior to closing each month’s books.•Significantly increased information flow between cross-functional people by creating a single source for information for accounting and finance personnel.

Retained based on prior performance after Epitaxial Services Division was sold. Managed annual budget and strategic plan, division financial analysis and executive reporting. Managed Business Unit accounting team. Implemented R&D project accounting. Assumed revenue recognition and other complex accounting tasks.• Assumed management of Business Unit Finance team in desperate need of an overhaul; designed and implemented new structure for team; terminated poor performers; established new, better-equipped roles, creating a high-performing team capable of handling existing duties more efficiently to create bandwidth to absorb additional tasks from other teams that were far less established.• Implemented and proliferated Oracle Financials, Oracle Projects, and Business Objects.