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Accounting - Finance
Temporary/Contract Employment
As a collections temporary at construction sub-contractor, collected 70% ($400,000) of overdue accounts in 3 weeks by resolving issues that had led to non-payment.
As a two-day data-entry temporary for a collections spreadsheet, determined that 20%+ of accounts were not legally collectible. Wrote procedure for management to avoid future issues.
As a contract employee, developed month-end cost analysis that identified sources of inventory shortages.
As a temporary receptionist wrote procedures on A/R and A/P systems, hired and trained employees.
Permanent Employee
One of two involved in implementing American Contractor Accounting System and developing related systems and data.
Monitored budgets for up to 60 cost centers and developed variance reports with corrective actions to reduce budget overruns by 75%.
Self-initiated study of injury costs revealed expenditures approximating 10% of net profit and prompted significant changes in how management regarded supervisor effort in preventing injuries.
Wrote Cost Accounting Manual to enable supervisors to control shipbuilding and repair costs.
Implemented government and corporate zero-based budgeting through developing understandable procedures and spreadsheets.
Developed processes and spreadsheets to spread direct and indirect overhead over 220 employees and 30 funding sources. Used this system to prepare HUD administrative costs report that required reconciliation of certified audits to reported expenses. Reports had not been sent to HUD for 10 years.
Initiated restructuring cost accounting system resulting in 10% decrease in production rejects.
Developed administrative, budget, and technical reporting processes and procedures with budget and cost/benefit analysis guidelines that reduced budget preparation time by 30%.
Developed capital equipment cost/benefit analysis and criteria reducing fixed asset requests by 50%.
Audit of subsidiary accounts and employee time charges against statutory regulations on allowable charges to Superior Courts found so many errors all invoices had to be reissued.
Using account analysis, proved methods used to set Internal Service Fund rates were improper.
Identified renovations and construction change orders approximating $1 million that required Capital Projects approval process but were done without following the process or obtaining the approval.
As a collections temporary at construction sub-contractor, collected 70% ($400,000) of overdue accounts in 3 weeks by resolving issues that had led to non-payment.
As a two-day data-entry temporary for a collections spreadsheet, determined that 20%+ of accounts were not legally collectible. Wrote procedure for management to avoid future issues.
As a contract employee, developed month-end cost analysis that identified sources of inventory shortages.
As a temporary receptionist wrote procedures on A/R and A/P systems, hired and trained employees.
Permanent Employee
One of two involved in implementing American Contractor Accounting System and developing related systems and data.
Monitored budgets for up to 60 cost centers and developed variance reports with corrective actions to reduce budget overruns by 75%.
Self-initiated study of injury costs revealed expenditures approximating 10% of net profit and prompted significant changes in how management regarded supervisor effort in preventing injuries.
Wrote Cost Accounting Manual to enable supervisors to control shipbuilding and repair costs.
Implemented government and corporate zero-based budgeting through developing understandable procedures and spreadsheets.
Developed processes and spreadsheets to spread direct and indirect overhead over 220 employees and 30 funding sources. Used this system to prepare HUD administrative costs report that required reconciliation of certified audits to reported expenses. Reports had not been sent to HUD for 10 years.
Initiated restructuring cost accounting system resulting in 10% decrease in production rejects.
Developed administrative, budget, and technical reporting processes and procedures with budget and cost/benefit analysis guidelines that reduced budget preparation time by 30%.
Developed capital equipment cost/benefit analysis and criteria reducing fixed asset requests by 50%.
Audit of subsidiary accounts and employee time charges against statutory regulations on allowable charges to Superior Courts found so many errors all invoices had to be reissued.
Using account analysis, proved methods used to set Internal Service Fund rates were improper.
Identified renovations and construction change orders approximating $1 million that required Capital Projects approval process but were done without following the process or obtaining the approval.
