金融行业英文简历
2020-03-04 10:18:34 来源：范文大全收藏下载本文
英文简历范文：金融行业个人简历
（一）
Mickey Rowlings 1001 East Sunrise Dr., Tucson, AZ 85718 Telephone No: 520-209-1023 Email id: mike_rowlings@gmail.com OBJECTIVE :
Position as financial or investment advisor with a leading investment firm, specializing in the management of large corporate aets.CREDENTIALS : CFP, 199 NASD 6 And 7 NASD 63 EXPERIENCE :
Financial Advisor, 19951994 Hoover Aociates, Portland, OR Prepared investment analyses for clients, including several with more than $500M in total aets under management.Communicated with sell-side analysts and company management.Aeed economic trends.Selected and monitored investments in bonds, banks, automotives, and biotech.
EDUCATION :
University of Oregon, Eugene, OR M.B.A., Finance, June 1994 University of Texas, Austin, TX B.S., Accounting, June 1988
英文简历范文：金融行业个人简历
（二）
Jacob Martin
129 South 2nd Avenue, Winterset, IA 50273 Telephone No: 515-462-0193 Email id: jacob.martin@gmail.com Career Profile :
Manufacturing Financial Manager with over twenty years experience leading the financial functions of manufacturing operations with up to 300 employees and $50 Million in sales.Recognized for ability to identify continuous change actions to reduce cost, enhance quality, and increase margins.Supervised up to 13 direct reports with responsibilities in financial reporting, planning, forecasting, information systems, accounts payable, payroll, fixed aets, and general ledger.Led several IS conversions bringing in new systems on or ahead of schedule and on or below budget.Enjoy driving new improvements.Key Strengths Include: Proce Improvement Leadership Financial and Operations Management Management Philosophy : In today\'s competitive world, the best way to ensure organizational succe is to delight the customer.Today’s customers -- and tomorrow’s -- want responsivene, low cost and high quality.If a company does not meet or exceed the customers needs, their competition will.
It’s no longer enough for employees to simply \"embrace\" change: continuous improvement must become a way of doing busine, where people actively seek improvements and where systems and procees support and drive initiative.Trust is the key.The work environment must be such that people work without fear, within a culture that encourages pride in both personal and organizational accomplishments.Accomplishments : Proce Improvement Facilitated team charged with the improvement of inventory record accuracy: team results included improved on-time delivery from 45% to 95%, eliminated annual inventory loes exceeding $200,000, reduced freight costs by 1%, and improved record accuracy by 83%.Reduced new bill of material (BOM) cycle time from several weeks to one day and improved BOM accuracy to 100%.Developed a financial modeling system to evaluate multiple \"what-if\" scenarios; system reduced forecast and budget preparation time by 80%, increased proce accuracy, and improved staff\'s awarene of actions needed to reach production and financial goals.Implemented automated financial reporting proce to download data, reducing annual overtime by $25,000 and enhancing accuracy and timeline.Developed and installed automated back flushing system to support JIT initiative.Leadership Led several cro-functional TQC teams and coached team members, as appropriate, to develop skills and confidence in their ability to examine work procees, create solutions, and measure improvements.Participated in management team proce to develop vision and miion statements.Recognized for ability to develop consensus for strategic planning among
all stakeholders.Communicated with managers and coordinated the financial reporting of fifteen locations to consolidate financial data.Facilitated numerous learning programs on new reporting systems.Decentralized accounts payable to facilitate transition from cost centers to profit centers, and trained employees in the new system.Identified ABM as a key strategy to drive proce improvements.Financial and Operations Management Developed financial modeling system that reduced turnaround time from five days to one day.Directed the movement of IS to Winterset plant with only one day of downtime.Converted to new payroll and accounting systems that reduced and improved tax reporting and corporate consolidations.Directed several IS conversions to increase accuracy and reduce time for financial recording and reporting.Developed cost estimating proce for quoting new busine that was adapted by entire division.Aisted in closing one office that reduced costs by over $500,000.Installed LAN to enhance communication and information-sharing capacity.Career History :
Controller/IS Manager, Invensys Appliance Controls (formerly Siebe Appliance Controls, formerly Eaton Corporation), Winterset, Iowa, 1991Division Office, Carol
Stream, Illinois, 1985Division Office, Carol Stream, Illinois, 1980 -1985.Supervised up to 13 people.Directly involved in forecasting and planning, budgeting, and product line reporting for up to fifteen locations.Accountant, Eaton Corporation1980.Prepared product line financial statements, month-end closing, and product budgets.Education:
Bachelor of Science Northern Illinois University, 1974Major: AccountingPresent Lead a $25M a year yellow-pages directory service company with over 200 employees.Conduct analyst conference calls with top Wall Street investors.Manage an operating budget of near $50 million annually.Oversee all merger and acquisition activity at the corporate level.Orchestrated a significant turn-around since coming on board 4 years ago: Sales up 20% year-over-year, with a projected 2002 run rate of $31 million.Compounded stock-price increase of 30% and more media coverage.Reduction of 10% in operating costs by eliminating redundancies.Recruited a top team of management talent and an effective Board of Directors.Tapped former executives of Fortune 100 companies to make a move to SWGS.Bell North Telecommunications San Francisco, CA Executive Vice-President, Strategy 19901990 Senior Auditor, Ernst and Young, 19821982 DePaul University Chicago, IL BS; Accounting 1973 - 1977
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