William Quesnel Email & Phone Number

New Britain, CT

New Britain, CT

• Managed a team of 13 Business Process Engineers (5 Int'l) with certified Six Sigma Green or Black Belts.
• Partnered with the business to analyze, design and standardize processes to drive improvement in capability, productivity & margin resilience. Worked with all functions excluding Manufacturing.
• Created 4 internal projects to improve the Process Excellence team’s overall efficiencies and effectiveness.
• Achieved Six Sigma Green Belt Certification.

New Britain, CT

• Led several financial process improve projects focusing on refining reporting accuracy and reducing processing time to shift employee efforts from processing time to value add analysis.
• Achieved Six Sigma Yellow Belt Certification.

New Britian, CT

• Created a high-level driver based forecast model for annual strategic review to increase accuracy heading into the budget cycle and provided insight to new incremental reoccurring expenses related to current year.
• Revamped the forecast process from a high-level run-rate build to bottoms-up with detailed schedules to improve accuracy, drive segment CIO accountability and definitive variance analysis.
• Implemented new reporting package to reestablish the monthly segment CIO reviews. The monthly meetings increased partnership between finance and the IT operation teams along with providing analysis to aid business.

New Britain, CT

• Enhanced the pre-guidance discussions by providing incremental data and analysis for increased confidence on guidance target. This allowed investments to occur while enabling EPS forecast accuracy to improve by 190 Bps.
• Further developed sensitivity model to facilitate What If Analyses, including pricing, FX, hedges and inflation.
• Streamlined several back-up files utilized for Board of Director and monthly senior management presentations to reduce potential errors, ease of employee transitions and speed of completing PowerPoint packages.
• Conducted a workshop in February 2017 with full team participation to develop a list of process improvement projects to enhance the capabilities for the team. Utilized the weekly staff meeting to hold team accountable.

Farmington, CT

• Thoroughly involved with all functions and levels of the organization driving financial performance. 2015 results versus 2014: Sales +3%, Gross Margin Rate +70 Bps and Operating Margin +3%.
• Successfully secured $1.0M of incremental margin through leading monthly workouts with several departments. Offset unforeseen margin pressure to deliver positive year-over-year financial performance.
• Established receivable meetings to implement several projects and pulsed the progress through year end. December 2015 ended with the greater than 30-day aging down $1.2M or -14% from July and down $0.5M or -6% VPY.
• Participated in RFP process with top three customers resulting in zero volume loss. As incumbent in an aggressive price conscious market, stressed vendor value along with strategic pricing proposition.

Farmington, CT

• Process owner for the annual budget build plus the three quarterly forecast submissions. Controlled the entire process from establishing a calendar, setting targets, facilitating internal reviews, and developing.
• Key sponsor for the SAP Project Systems implementation to systematically track percent-of-completion revenue recognition for large installation projects. Detailed knowledge of the process and business allowed vital.
• Finance leader on cross-functional team to develop process map for new web-based field technician dispatching tool.

Farmington, CT

• Strategically aligned with the Sales Managers to increase orders each year while keeping discounts flat. Provided recommendations for territory changes, commission plan adjustments and actions to combat competitor.
• Each year developed pricing actions totaling to 1% of sales without negatively affecting volume.
• Partnered with high end consulting firm for deep dive of the commission plans to increase salesman output while maintaining similar commission payments.

New Britain, CT

• Key individual for global budgeting, forecasting, and monthly variance reporting for P&L and working capital.
• Developed key productivity indicator model for analyzing the distribution center cost structure.
• Enhanced the accounts receivable reporting to pin-point quickly the issues to reduce 31+ day aging from $2.1M to $1.4M in three months.
• Started monthly capital expenditure meeting to spur spending from $1.2M in 1st half of 2007 to $2.7M in 2nd half.
• Implemented monthly regional business unit reviews to gain detail understanding of results and provide platform for open dialogue to assess future risks and opportunities.

Lincoln, Nebraska

• Led internal financial reporting, budget process, forecasting, annual SOX Audit, policies, contingency plans, analysis of capital improvements, and internal strategic planning.
• Centralized accounts payable and general accounting to Corporate Shared Services with zero impact to business.
• Eliminated 20 hours of work during final billing week for invoicing group through process changes.
• Reduced number of customers with open Receivable balances from 5,000 to 3,500 and receivable aging reduction by 30%.