Timothy Pfizenmayer Email & Phone Number

Orlando, Fl, Us

Niceville, Florida, United States

Hired by company owners to tackle senior leadership, operational, and financial deficits, achieving a 238% EBITDA increase in ten months through introducing an accountable culture, operational streamlining, and financial restructuring.Main Job functions:• Leads analysis of acquisition targets, enhancing vertical integration, capacity, and overall value.• Oversees review of banking relationships, securing a long-term partnership to support growth.• Initiates and manages review, analysis, and selection of a new credit card partner, eliminating personally backed cards and leveraging business health.• Optimizes cash flow by renegotiating payment terms with vendors, revamping the bidding process, aligning cash flows, and maintaining cash neutrality.• Implements formal strategic processes, formalizes strategic plans, and ensures organizational alignment and accountability. Provides coaching, mentoring, and development for emerging leaders.Core Accomplishments:• Pioneered development of a formal Program/Project Manager online template, standardizing program management and enhancing performance visibility. Achieved promotion within 9 months of hire.• Created and implemented a pricing tool for accurate cost capture and increased profitability visibility.

Niceville, Florida, United States

• Orchestrated a comprehensive overhaul of the financing and accounting function, transitioning it from its previous family-run structure into a highly efficient professional organization.• Assumed accountability for revenue recognition, implementing accurate and traceable procedures to replace the previously flawed approach driven by Program/Project Managers.Core Accomplishments:• Streamlined the close process, reducing it from 12 lengthy days to 3 swift and efficient days.• Pioneered the implementation of monthly financial reporting, enabling efficient decision-making.• Revamped the 13-week cashflow reporting system, eliminating unforeseen financial happenings.• Overhauled the budgeting process, introducing new supporting files and reporting mechanisms for improved accuracy and visibility.• Established a quarterly forecasting process, providing valuable insights for financial planning.• Led a flawless 2022 audit. Transitioned to an interim audit for 2023.• Drove operational transformation by equipping managers with budgeting templates, leading weekly review calls, and coaching military employees.

Remote

Hired to professionalize finance and accounting, drive cross-functional collaboration, and establish accountability and performance visibility processes, leading to ~$350k savings within the first 90 days.• Restructured and optimized tenant ledger, accounts receivable, and accounts payable support.Core Accomplishments:• Digitized utility accounts payable function, reducing costs by over $200,000 within the first 90 days.• Outsourced repetitive processes, reducing costs by over $150,000 in the first 90 days.• Led transition of on-site mail to third-party managed digital solution.• Partnered with Operations to streamline upstream processes, increase the accuracy of work and purchase orders, and ensure timely vendor payments.• Initiated Value Stream mapping across multiple operational functions to improve processes and flow, increase communication, and enhance efficiency.

Hired to overhaul declining profitability, leadership gaps, execution issues, and customer relations and transformed a group of family-run entities into a cohesive, professional division, culminating in a successful divestment at a premium.• Led a $500M manufacturing division encompassing 3 brands and 4 operating locations across the US & Canada, driving strategic growth and operational excellence.• Directed a team of 4 GMs and leaders in Sales, Finance and accounting, HR, Engineering, IT, Quality, Strategic Sourcing and Supply Chain, Project Management, and Business Automation.• Spearheaded business-wide changes to professionalize the organization and modernize procedures. • Evaluated acquisition opportunities with support from the parent company, conducting internal research and identifying potential opportunities for strategic growth.Core Accomplishments:• Achieved organizational alignment by restructuring divisional and operational leadership teams, fostering a culture of accountability, empowerment, and ownership, resulting in $2M SG&A savings.• Successfully addressed declining profitability by narrowing product mix and rep base while promoting strengths and capabilities, leading to a 12% increase in GM (~$3.5M of GP).• Established an internal task force to address process deficiencies resulting from changes in product mix and customer type, enhancing operational efficiency and project outcome predictability.• Optimized procurement function by focusing on addressable spending and implementing multiple rebate programs, preferred pricing, and vendor reduction, delivering > $1.75M in annualized savings.• Collaborated with operations to implement 5S, fast response, and SQDCP methodologies, creating a safer, more efficient operating environment and improving communication across all business levels.

Holly, Michigan

• Orchestrated finance and accounting operations globally, driving strategies to maximize efficiency.• Pioneered long-term business strategies, leveraging valuable customer feedback to fuel continuous process improvements and enhance overall operational performance.• Conducted in-depth analyses of financial statements against forecasts, providing high-level variance analysis to inform strategic decision-making and drive financial success.• Led accounting operations, ensuring meticulous oversight of transactions related to the general ledger, payroll, financial reporting, and accounts payable and receivable.Core Accomplishments:• Worked with sales teams to set standardized project billing milestones, accelerating cash collections and reducing the gap between days payable outstanding (DPO) and days sales outstanding (DSO).• Introduced weekly financial reviews encompassing cross-functional areas of the business, enhancing awareness of short-term financial forecasts and enabling early mitigation of project risks.• Implemented "soft close" reporting on the 15th and 28th of each month, providing greater visibility into projected monthly results and enhancing forecasting accuracy.• Fostered cross-functional collaboration with operations, sales, project management, engineering, and strategic sourcing to devise weekly project reviews, removing silos and driving project success.

Cincinnati, Oh

• Condensed close process from 4 to 1.5 days within the first 90 days, improving effectiveness.• Eliminated 20% of waste in processes, resulting in a $0.5 million reduction in headcount.

Cincinnati, Ohio

Recruited by this global network of experts specializing in materials testing, product qualification testing, and failure analysis to not only develop and transform their financial operations from a haphazardly mismanaged set-up into a highly-structured, procedure-based, and industry-compliant system, but also conceptualize and implement initiatives to improve processes across the organization.• Maintain and direct financial responsibility of 10 specialty laboratories generating 108m in sales and 40m gross EBITDA; manage 3-day month-end close, forecasting, budgeting, cash flow, and capital planning for each lab.• Lead, mentor, and inspire a team of 21 finance and accounting specialists, including: a Credit & Collections Manager with a staff of 9, an A/P Manager with a staff of 6, a Financial Analyst, and a Senior Controller with a staff of 2.• Identified the need to develop and launch a Shared Service Center to support the entire company.• Reduced DSO by 2 days; generated a positive cash flow in excess of $2m in 2016.• Reduced A/R of greater than 60 from 10% to less than 5% of total A/R• Implemented weekly reporting in collections to highlight movements in A/R versus prior month bringing clear view of aging bucket movement and areas of need for collection focus. • Implemented a Capital Spend Reporting System to provide monthly overview of current investment proposals and spending against approved investments.• Implemented weekly "lab snapshots" that provide month-to-date view of lab results versus budget and forecast by major P&L category. • Improved month-end reporting for GMs and Division Directors.• Initiate, embrace, and/or assist with a variety of special projects as needed to help shape and drive the organization to its next level, including the successful integration of 6 highly-complex acquisitions across 5 different states and generating over $35m in new business sales.

Cincinnati, Ohio

Embraced the unique opportunity not only to develop, launch, and direct this corporation’s first-ever initiative to identify, differentiate, and solidify its identity in the school bus transportation industry, but also to change its culture into one that consistently demonstrates a true appreciation for its employees.• Collaborated with a leadership team of 8 in all facets of identifying and implementing strategies to improve operational efficiency, increase competitive advantages, launch financial improvements, and create the cultural transformation; the new initiatives saved the corporation $7m in FY12 and $43.4m in FY13. • Led Best Practices Teams to develop operational Best Practices Playbooks and supporting tools.• Partnered with functional leaders to update and simplify policies and procedures.• Co-managed a North American initiative to reduce fuel consumption that resulted in a savings of nearly $20m.• Consistently served as an inspiring, passionate, and committed Agent of Change ~ succinctly identifying the need for any/all changes and facilitating the explanation and implementation of these changes; as a result, successfully increased morale and buy-in throughout the corporation.• Participated regularly in “out of the box” discussions on how to adapt quickly to both current and future industry and economic pressures.

Cincinnati, Ohio

Initially went out into the field to identify and resolve major issues with the consistent delivery of exceptional transportation services; was asked to take on the role of Regional Director of Operations when the previous one suddenly quit.• Successfully managed eight locations employing Contract Managers, Technicians, and over 1,000 team members and generating over $56m in revenue each year.• Completely transformed, streamlined, and vastly improved the Ohio Valley Region by consistently demonstrating logistical planning skills, safety management practices and skills, management experience, awareness of all facets of the operation, an understanding of profit and loss issues, an ability to write and implement customized performance Improvement Plans, and a common sense approach to getting things done.• Maintained a high level of visibility throughout the region, including regularly interacting with representatives and stakeholders from schools, community organizations, and government agencies.

Cincinnati, Ohio

Selected for this newly-created position to combine my financial expertise with my exceptional people skills, ability to proactively identify areas in need of improvement, and proven success in implementing doable solutions agreeable to corporate, employees, and clients.• Led the company’s Standard Operating Procedure (SOP) Project ~ an initiative launched to create formal Contract Manager Training and Assessment protocols for all of the corporation’s locations. Managed 28 individuals from all functional areas of the organization that contributed SOPs to the project. Collaborated with an outside firm to develop a user-friendly, online web training and testing program; oversaw the 12-month process to get 600 Managers tested and trained to become Contract Managers.• Planned, developed, and implemented strategy for operational management and development to ensure adherence to established performance plans, budgets, and timescales; created systems for measuring the integral aspects of operational management and development.• Monitored, measured and reported on operational issues, opportunities, and development plans.• Served as a liaison between other functional/departmental managers to understand each department’s particular operational needs and challenges, and to ensure managers were fully informed of operational objectives and purposes.• Maintained open communication with the CEO, COO, directors, managers, and staff within the organization.

Cincinnati, Ohio

Promoted to provide top-level analysis as the corporation continued to acquire companies, including the purchase Laidlaw ~ the #1 student transportation company in the country.• Managed the budget for 5 Super Regions consisting of 600 locations generating $2.2B EBIT - $213.5m FY08.• Oversaw, mentored, and led two Financial Analysts.• Assisted in the identification and tracking of over $100m in synergies after acquisition of Laidlaw.• Performed detailed review of forecast each month; presented findings to key Executives.• Created and updated the corporation’s five-year plan.

Cincinnati, Ohio

Promoted to create and oversee all budgets and forecasting initiatives for 300 locations across the United States and America; for FY07, the budget revenue was $853m EBIT - $92.96m.• Created budget reporting timelines, critical line item assumptions, and general overall budget process.• Served as the key contact on any/all budget-related topics for the thirteen Region Finance Directors across the United States and the Executives of the various corporate overhead locations.• Worked with Directors and Executives on strategic planning for the upcoming years.• Created analytical reports to support and justify the budget to the key stakeholders.• Developed and delivered informative presentations for the Quarterly Business Review between CEO, CFO, UK Executives, and the Board of Directors in the UK.• Served as the Key contact for Anti-Trust Filing for the acquisition of Laidlaw• Worked extensively with Legal Counsel and Region Vice Presidents to prepare information for Counsel to file with the US Government.

Cincinnati, Ohio

Promoted to relocate to Canada to serve as the Controller following the corporation’s acquisition of Cardinal Transportation in Calgary.• Maintained the financial records of the company on a day-to-day basis.• Managed and supported accounting, payroll, and human resources department.• Led a team of 15.• Handled all facets of the entire month-end process for closing the books.• Collected proper revenue and expense accruals across three major regions in Canada.• Ensured all interest expense was properly recorded for all outstanding debt on the books.• Performed analytical review with the President of the Canadian Division as well as the CEO, CFO, and Controller of the North American division on the results for the month.

Cincinnati, Ohio

Promoted to this newly-created position to partner with and assist the Regional Finance Directors in the preparation and input of monthly forecasts.• Performed analysis of current year, as well as prior year acquisitions and bids to ensure locations were performing consistently with the acquisition and bid models.• Analyzed lost business and negative trends and their impact on overall company results.• Built variance templates.• Worked closely with the Cognos Administrator to completely revamp the budget and forecast models using Cognos software; created a highly-effective and efficient budgeting and forecasting process.• Initially brought on board with this company as a Senior Accountant in 2002.

Cincinnati, Ohio, United States

Cincinnati, Ohio, United States