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CFO and Controller / Management Consultant

Proven Strategic Operationally Focused Financial Leader. Excels in maximizing the talents within the company. Known as a change agent for process improvements throughout the organization. Greatly reduces operational costs while delivering timely and accurate financial results.

Identified and delivered quality business solutions to company’s strategic and tactical problems.  Worked as interim Controller, CFO, Director and Vice President for organizations in the manufacturing, energy, engineering, construction, procurement / purchasing, private equity, healthcare and non-profit industries.

•	Managed the monthly/quarterly close process and coordinated the preparation of the annual budget/forecast cycle.
•	Lead financial planning, analysis and reporting teams in providing timely and accurate information to management.
•	Increased per person productivity from processing 40 invoices per day to over 80 invoices per day.
•	Eliminated overtime once averaging 50 hours per week.

Managed the financial close process for 7 (half) of the company’s domestic refineries and ensured accurate and timely financial statements.  Responsible for Revenue of $40B.  Monitored, reported and coordinated Operating Expense (OPEX) and Capital Expenditure (Capex) reviews.  Responsibilities included: reviewing and approving journal entries and balance sheet reconciliations, OPEX management and forecasting, Performance Metrics / KPI reporting, development of the annual Strategic Plan and SAP financial systems.  Staff comprised of 12 directly and 100 employees and contractors total.

•	Played a key role in centralizing the Accounting, Accounts Payable, Yield Accounting, and Procurement/Contracts departments into a Shared Services location, leading to cost savings of $10 million a year.
•	Improved Accounts Payable on-time invoice payment from below 80% to 98%.
•	Coordinated and implemented Evaluated Receipts Settlement (ERS).  Paid vendors more timely, achieved early payment discounts, eliminated hardcopy invoices, and reduced administrative costs by $1 million.

Regional Controller

Directed the Refinery’s Accounting, Accounts Payable, Yield Accounting, Planning and Economics, Contractor (TRACK) Timekeeping, Procurement/Contracts, and Warehouse departments.  Responsible for Revenue of $350 million.  Responsibilities included: expense budgeting, forecasting and stewardship, financial planning, analysis and reporting, capital budgeting, statistical reporting, strategy development, volumetric reporting, Sarbanes Oxley (SOX) and audit compliance, and SAP financial systems.  Staff comprised of up to 35 employees and contractors.

•	Implemented and monitored processes to ensure compliance with Corporate Performance Metrics / KPI’s and transformed the Refinery Services department into a value-added contributor – went from last in the company of 18 business units to the Top Three within one year and Number One within two years.
•	Developed and implemented operating plans and strategies that maximized Refinery profitability – contributed 10% to the company’s net income.
•	Managed the Refinery’s monthly, quarterly and year-end close process and annual Strategic Plan.

Plant Controller

Managed all aspects of Finance, Operations and Human Resources.  Responsible for Revenue of $1 million.  Responsibilities included: governing the college’s economic strategies, objectives and accounting principles, financial statements preparation, financial analysis and reporting, forecasting and budgeting, payroll, billing, accounts payable, account reconciliations, bad debt, banking, tax compliance, inventory, building maintenance, and staffing.  Developed and implemented internal controls and ensured compliance with SOX 404.  Staff comprised of up to 12 employees.

•	Consistently improved the company’s financial performance by monitoring costs, staying within budget, and holding personnel accountable – received the Outstanding Achievement Award 3 consecutive quarters by Corporate.
•	Provided administration and guidance over the IT, Financial Aid, Business Office, Bookstore, and Facilities departments as well as negotiated contracts with vendors and subcontractors.
•	Financial systems and software employed – PeopleSoft, Great Plains Dynamics, COGNOS, ADP, and MS Office.

Controller

Managed the Accounting functions for the Wilmington and Carson Plants (combined Revenue of $500 million) during the Phillips 66 acquisition process.  Responsibilities included: refinery expenses, departmental budgets and forecasts, volumetric reporting, accounts payable and receivable, T&E expense accounts, and Oracle financial systems.  Staff comprised of up to 10 employees.

Managed and conducted various operational and financial Internal and Contractor Audits.  Areas included: Refineries, Terminals, Pipelines, Lubes facilities, Inventory, Warehouse, Accounting, Accounts Payable, Capital Budget/Expense, Purchasing, Payroll, Human Resources, and Security.  Partnered with management to develop and schedule the annual audit plan using a risk based approach.  Staff comprised of up to 3 senior auditors.

•	Instrumental in the reorganization of the Distribution Company’s Procurement department to centralize purchasing and standardize policy and procedures, leading to cost savings of over $1 million a year.
•	Promoted the use of automated systems within the Audit department, initiated the conversion to Windows NT, and coordinated the effort to share information across network servers.
•	Chosen by senior management to be a member of the Refinery Company’s Acquisition and Disposition task force team, overseeing two major refinery purchases and one refinery sale.

Audit Manager

Find out detailed information about Kenneth Sader, CFO and Controller / Management Consultant in Huntington Beach, CA

Kenneth Sader: CFO and Controller / Management Consultant in Huntington Beach, CA

Kenneth Sader

PwC / Various Companies

Valero Energy Corporation

Valero Energy Corporation

Brooks College

Tosco Corporation

Tosco Corporation

SUNY at Albany

Texas A&M University