FINANCE CONTROLLER | OPERATIONS EXECUTIVE | CONSULTANT | 614.477.8226 | thomaslmckenzie@yahoo.comFINANCIAL & OPERATIONS MANAGEMENT | Rapid expansion and inflated SG&A costs impeded financial targets. Reviewed annual financials, evaluated recurring costs, determined overhead expense drivers, outlined cost reduction plan, optimized labor and resource allocation, and revamped SG&A policies and procedures. Increased net income from 4% to 7% over an 18-month period.STRATEGIC PLANNING & PROJECT MANAGEMENT | Rapid growth led to excessive project/payment delays and inflated costs. Mapped internal processes, surveyed key stakeholders, identified inefficiencies, developed cash forecasting model, renegotiated supplier contracts, and authored vendor payments/bank LOC SOPs. Extended payment terms by 30 days; cut finance charges by 75%.CHANGE MANAGEMENT & SYSTEMS INTEGRATION | Lack of infrastructure prohibited company scalability. Analyzed existing processes, interviewed internal and external sources, determined pain points, developed analytics model, selected new system, authored SOPs, formalized training manual, and oversaw program implementation. Decreased COGS by 3%; grew YOY sales by $1.7M.ORGANIZATIONAL DEVELOPMENT, LEADERSHIP & TEAM BUILDING | Insufficient executive accountability led to missed revenue goals. Solicited feedback from executive team members, pinpointed road blocks, facilitated accountability training meetings, developed weekly progress KPIs, and executed quarterly project deadlines. Boosted quarterly sales by 32% over 15 months; netted $650K in revenue.PROCESS IMPROVEMENT & PERFORMANCE OPTIMIZATION | Outdated labor policies led to increased re-hiring costs. Interviewed key stakeholders, reviewed existing layoff process, restructured benefits program, formalized new policy, championed updated layoff and return to work programs, and retrained HR staff. Reduced workforce attrition by 95%; cut labor acquisition costs by 75%.