During my tenure at Woodland Direct, I initially served as Finance Manager before transitioning to the role of Operations Director. In these capacities, I successfully leveraged my financial expertise to address and resolve complex systems issues, particularly in ERP and other critical processes.
Key achievements include:
ERP Systems Optimization: I played a pivotal role in the optimization and implementation of ERP systems, significantly improving financial reporting accuracy and operational efficiency across the organization.
Process Improvement: I led several process improvement initiatives that streamlined operations, reduced manual work, and enhanced overall productivity. These efforts resulted in notable cost savings and more transparent financial management.
Cross-Departmental Collaboration: I worked closely with various departments, fostering collaboration and ensuring that financial insights were effectively integrated into broader business strategies.
Strategic Problem-Solving: My ability to analyze complex situations and devise innovative solutions was instrumental in overcoming key business challenges, contributing to the company’s growth and success.
My time at Woodland Direct was marked by a focus on enhancing systems and processes, ultimately driving significant improvements in efficiency and scalability.More...
Brad Stepp
Vice president of finance@Woodland direct
Verified
Experienced in e-Commerce, Automotive/Manufacturing, Distribution, Consulting, and Payments
Worked for companies up to $100M in AR (10 years) and $20B in AR (14 years)
Certified Public Accountant since 2004
Worked in a global setting, which included extensive international travel, for 15 years.
Skilled in financial analysis, forecasting, budgeting, accounting, auditing, compliance, financial and managerial reporting, Employee benefit plan negotiation/selection/administration
Led the design, planning, and implementation of a new accounting structure writhing Netsuite. This extensive project carried a significant operational impact which resulted in stronger cost mitigation controls and significantly improved the visibility of key financial data.
Consistently flushed out cost saving opportunities that were realized near term and over the longer term. Near term examples include applying auditing techniques to identify duplicate payments, identifying and correcting cost imbalances across vendor base, and identifying and recovering higher risk areas in cost recovery. In the longer term, proactive vendor cost analysis resulted in a 2.1% COGS improvement over a three year period. Achieved automation through the design of the ERP to provide the releavsnt data in real time.
Partnered internally and externally to launch new tools to improve compliance and mitigate costs, and increase the efficiency of the department and company.More...