John W. Donovan, CPA

Qualifications for Senior-Level Financial Management

Credentialed financial executive equipped with 15 years of comprehensive
experience spanning operations, planning, managerial accounting, general ledger,
accounts receivable/payable, forecasting, reporting, and compliance. Leverages
superior analytical and problem solving skills to identify opportunities for
improvement and implement measures that reduce costs while increasing operational
efficiency. Applies strong leadership and mentoring abilities along with an open
management style to cultivate team-oriented environments. Is motivated by
challenge and thrives within fast-paced, deadline-driven settings. Additional
areas of expertise encompass:

Financial Analysis * Profit/Loss Responsibility * Planning/Budgeting * GAAP/IFRS
* Internal Auditing
Working Capital Management Reporting * Contract Negotiation/Administration
Financial System Design/Implementation/Enhancement * Inventory Control *
Manufacturing/Supply Chain

Selected Highlights 

 * Improved processes and accounting policy with new accounting staff,
increasing EBITDA by $2.5 million in two years while sales declined by 20%.
 * Cut product costs by $2 million by creating financial modeling to initiate
outsourcing efforts in emerging countries with a company's first supply chain
management organization.
 * Boosted inventory accuracy from 72% to 97%, eliminating $3 million in
inventory and carrying expenses.
 * Developed a financial model and accounting to help identify cost-saving
targets for a percentage of completion of a government contract that played a key
role in delivering over $13 million in additional profit beyond the contracted
rates.
 * Decreased past-due accounts receivables by 83% in three months and developed
standard margin/analysis by product, which is now used company-wide.
 * Reduced security and accounting risk in all levels of a business by
implementing internal control matrices and leading the development of information
security standards.
 * Reduced the monthly closing cycle by 93%, from 28 days to 2 days, by
introducing improved financial closing procedures.
 * Contributed to the selection, introduction, and integration of a new
enterprise management system that increased operating efficiency by $2 million
and enhanced the quality of management information.
 * Interviewed and hired 25+ finance professionals, building a strong finance
organization within a company.

Career Track 

FRANCOTYP-POSTALIA

Chief Financial Officer 2007 to 2009
Provides leadership to the finance/accounting/credit, information technology,
and human resources functions of this German-owned entity operating in the USPS
postal market. Responsible for all tax filings, treasury functions and legal
issues.
 * Took over the implementation of an ERP system, Microsoft Navision Dynamics, a
project that had been stalled for a year, and completed the initiative in two
months while also reducing IT costs by 28%.
 * In process of switching banks and customer payment portal, saving $1,500,000
in a 5 year period.
 * Reduced headcount reporting in assigned areas from 25 to 19, which yielded
$350,000 in savings.
 * Spearheaded the company's first-ever effort to achieve ISO compliance.
 * Improved DSO performance from 83 days to 51 in four months, maintaining
48,000 customers.
 * Introduced an annual employee review process in human resources that requires
all staff to be reviewed prior to a merit increase being awarded.

B WE BELL + HOWELL

Director of Finance 2005 to 2007
Managed the accounting and financial operations of the postal/sorting division
for this $450-million service and manufacturing company. Planned, organized, and
directed the activities of the accounting/finance department, including accounts
payable, general ledger, manufacturing, and financial statement preparation for
US and German business. Prepared forecasts, plans, and budgets for the
postal/sorting division comprised of four units (Sorting US, Sorting
International, Postal US, and BCC). Supervised 13 personnel (11 in the US and 2
in Germany) with 4 direct reports, 2 plant controllers, and 2 finance managers.
Ensured compliance with AS #2 and the COSO frame required for SOX 404.
Coordinated IFRS reporting to B we Systec on a quarterly basis. Reported directly
to the CFO.
 * Engaged in implementing SAP in Rosbach, Germany.
 * Trimmed inventory by $4 million by improving forecasting procedures and
leading a transition towards Lean Manufacturing.
 * Improved margin by 4% through implementation of a pricing process for complex
sorting markets.

B WE BELL + HOWELL (Continued)

Finance Manager 2004 to 2005
Forecasted and planned for the Chicago businesses of three divisions on a
monthly basis. Created working capital and cash flow reporting for the three
divisions. Supported sales commissions, expenses, and yearly incentive plans.
 * Developed a budget and planning cycle as well as a standard monthly operating
reporting package presented to the Board of Directors every month, providing key
financial and operational scorecard information working with three division
presidents.
 * Created a transformation model to lower overhead and achieve additional cost
reductions on products and headcount.
 * Partnered with the corporate team to implement a financial consolidation
package of Outlooksoft.
 * Collaborated with business development in the commercial and governmental
markets to design ROI modeling for current and future strategic projects in
program management.

Plant Controller 2002 to 2004
Performed month-end closing of the general ledger for four business units.
Forecasted working capital as well as forecasted and reported bookings/backlog on
a monthly basis. Worked with a Big 4 audit firm, preparing supporting
documentation and conducting flux analysis for sales, inventory, fixed assets,
and accounts receivable/payable, for year-end audits. Managed the costing system.
Administered USPS contract proposals and awards; developed yearly overhead rates
for bidding on USPS programs.
 * Developed standard costs for the factory, which improved financial
measurements and comparisons.
 * Established standard reconciliation processes and procedures for balance
sheet accounts, improving reliance on balance sheet amounts.
 * Authored several accounting white papers on various accounting treatment
transactions, covering restructuring, software development capitalization, and
revenue recognition.
 * Implemented processes and procedures for a yearly physical inventory that
reduced physical inventory time from three weeks to three days.

EQUITY OFFICE PROPERTIES

Senior Internal Auditor 2001 to 2002
Spearheaded audit programs for the company's $3-billion commercial real estate
business. Planned and executed commercial real estate audits. Directed and
evaluated the performance of three staff auditors.
 * Participated in the company's overall audit planning and risk assessment
activities. Assessed the planning process and improved overall risk assessment
procedures.

MOTOROLA INC.

Corporate Auditor 2000 to 2001
Conducted financial, operational, and e-audits of internal controls across the
company's worldwide operating units. Identified and analyzed risk and exposure
across various business environments, reporting audit concerns to operations and
financial senior managers.
 * Confirmed the adequacy of functional design for Oracle financial and Oracle
manufacturing applications for the company's units while providing
recommendations for business process improvements.

Marketing Business Planner 1998 to 2000
Provided general management with monthly revenue forecasts for the company's
$700-million two-way radio subscriber business. Supplied upper management with
quarterly byproduct reviews on operation results. Communicated with the sales
force regarding new market and customer trends.
 * Researched and developed a model that reflected product trends on new versus
traditional radio technologies and their effect on the company's capacity and
capital requirements.

Manufacturing Cost Accountant 1996 to 1998
Provided factory management and personnel with accounting support. Conducted
analyses of product costing data, such as receipt variances, scrap, cost
allocations, and labor costs, as well as trends. Prepared and published monthly
trend metrics to factory senior management. Participated in quarterly reserve
reviews, identifying exposure issues and reviewing reserve balance propriety.
Prepared month-end close reconciliations and profit/loss statement reviews.
 * Played a key role in designing and implementing an Oracle manufacturing
system.

Intercompany Accountant/Customer Service 1995 to 1996
Managed and reconciled the company's foreign entity receivable and payable
accounts. Assisted in consolidated the closing period. Researched and resolved
customer issues and quality concerns via the phone and the company's quality
response system.
 * Played a vital role in lowering customer delinquencies from 20% to 5% by
improving the customer assessment and ordering system.

Credentials 

Certified Public Accountant, State of Illinois Bachelor of Science in
Accountancy, Northern Illinois University