Name : Sharon Brown
Industry Type : Specialty Contractors
City & State : Lombard, IL
Job Title Group Controller
Relocation Preferences :
Objective : CFO
Resume :  

Sharon K. Brown



920 South Stewart Avenue 

Lombard, Illinois. 60148                                                          







ATLANTIC PLANT SERVICE, INC. – Division of The Brock Group, Houston, TX

Group Controller, Corporate Secretary – Union Operations  –  Chicago, IL (2008 to present)

 Oversee accounting, reporting, tax, audit and administrative areas of $203 million group of union companies.     

         ◊    Consolidated 3 companies into one streamlined reporting entity.

         ◊    Drove successful conversion of two acquired companies to a new ERP system in 5 months.   

         ◊    Realized $1.9 million in cost reductions through labor efficiencies of new systems and processes.

         ◊    Cost reductions and analytical support played a significant role in EBIDTA increase of 27% over prior year.

         ◊    DSO’s improved by 29 days, year over year, for acquired companies. 



Subsidiary Controller – Chicago, IL  (2006 to 2008)

Directed the accounting, financial reporting, tax and banking functions for a $90 million multiple business stand alone division.     

         ◊    Recruited and built strong team of finance professionals, supporting doubling of company revenue stream over 3 years.

         ◊    Drove successful conversion to new ERP system in 3 months.   

         ◊    Major contributor to four fold increase in EBITDA and 22 day DSO improvement in turnaround situation. 

         ◊    Implemented numerous policies and controls, becoming GAAP compliant for company previously unable to

              complete audit.



ThyssenKrupp AG is one of the world’s 100 largest corporations.   ThyssenKrupp Elevator is the 3rd largest elevator manufacturer in the world with over 205 branches and 10,000 employees in North America.

Regional Controller, Business Development – Chicago, IL (2004 – 2006)

Led financial functions for a $200 million region.  Targeted acquisition purchases, initiated contacts with principals, determined offering price and negotiated purchase contract.  Managed sales incentive program.  Determined billing rates to maximize revenue and profits.  Worked with customers to resolve operation and pricing issues.  Analyzed percentage of completion contracts to determine necessary profit forecasting adjustments.

◊    Initiated targeted sales leads for existing customers totaling $34 million in repairs.

◊    Increased profits on time and material revenue by 30% points through new pricing policies.

◊    Developed new customer lead tracking program for sales department.

◊    Initiated new billing, collection and legal procedures that enabled region to obtain the #1 region DSO ranking and improved working capital ratio by 3% points each year.

◊    Oversaw and developed marketing mailings to increase revenues with existing customers.

◊    Improved contract language company wide, preventing unnecessary losses and risks.


Midwest Regional Controller – Chicago, IL (2002 – 2004)

Instituted financial controls and tracking measures for all areas of Chicago operation resulting in continual improvements in areas of direct labor cost reductions, workers compensation and safety, HR issues, bad debt costs, customer service and sales growth.  Identified cost reduction opportunities at North American branches.   Designed and led web reporting projects for company’s national account organization.  Negotiated and managed corporate purchasing contracts for VP of Strategic Procurement.  Organized client entertainment function in Chicago area.

◊    Reduced average collection days by 67.

◊    Reorganized administrative area resulting in a half million dollars in additional billings.

◊    Instituted control procedures in accordance with auditor’s recommendations.

◊    Profits rose 75% and sales grew 30% over prior year for region.

◊    Developed Intranet reference site for use by 122 North American branches to obtain information on national accounts, facilitating enhanced customer relationships.  

◊    Recognized as one of 2003’s top performers.






Sharon K. Brown – page 2


Central Regional Controller – Cincinnati, OH (2000-2002)  

Managed decentralization of accounting functions from corporate location to regional office including JDE and Hyperion systems for $230 million region in 15 states.  Right hand analyst to President of North American Field Operations regarding cost reduction of vehicles, supplies, telecommunications, system efficiencies, headcount analysis and benchmarking of 22 branches.

◊     Reduced average collection days by 27.

◊     Region profits increased 15% through improved reporting and analysis. 

◊     Implemented Hyperion reporting in 23 branches.


FALCON AIR EXPRESS - Miami, FL                                                                                

Vice President of Finance and Operations (1999-2000)

Oversaw the accounting operations for a $35 million charter airline.  Established controls for cash accounts.  Implemented an integrated accounting system including a new receivable and inventory system and developed analytical tools to determine profitability in potential markets.



Director of Operations and Finance (1991-1994)

Directed billing operations for a $50 million high growth IPO healthcare company specializing in nationwide contract anesthesiology.  Key focus addressed productivity improvement and cost reduction.  Conducted financial reviews of potential new contracts.  Accessed profitability and determined pricing strategy.  Managed the financial and billing start‑up aspects of new contracts.  Supervised 2 analysts, 3 managers, 2 programmers and 32 clerical personnel.                                                                                                                                                                                                       ◊ Reduced billing operating expenses from 7% of net revenues to 4.5% of net revenues.                                                                                                                                                                                                         ◊ Increased reimbursements per patient by 4% over the prior year.


CORNING INCORPORATED                                                                                       

METPATH INCORPORATED (Corning subsidiary) - Rockville, MD (Now Quest Diagnostics)

Southern Region Controller (1986 - 1991)

Directed financial functions for an 11-state region that provided full service clinical laboratory testing for physicians, hospitals, research facilities and industry.  The region operated as an independent business and consisted of five major laboratories with 800 employees.  Supervised 5 managers, 2 programmer/analysts and 51 clerical personnel.

◊    Developed and implemented a billing system reducing the facilities’ write-offs

by 57% ($900,000 per year) and decreased receivables turnover time by 37% (45 days).  This system was extended to other regions and became the preferred MetPath billing system.

◊    Introduced a series of profitability studies aiding in the improvement of the region’s operation margin from a 10% loss in 1986 to an 18% profit in 1990 and became major turnaround success within Corning.

◊    Reduced $600,000 from annual operating expenses by implementing a departmental budgeting system identifying problem areas.

◊    Increased revenues $200,000 per year by accurately reporting patient service to insurance companies.

         ◊    Upgraded the organization by restructuring and recruiting qualified personnel for key positions, enabling the organization to triple volume over five years.

◊    Instituted new procedures and policies resulting in the region’s first clean internal audit opinion.

◊    Received “Individual Outstanding Contributor Award” from the Regional Vice President recognizing exceptional analytical abilities and high potential.

◊    Experienced in the areas of budgets, forecasts, management reporting, accounts payable/receivable, payroll, cost accounting, inventory control, credit/collections, pricing strategies, capital expenditure analysis and acquisitions.




MBA (Finance) – The Pennsylvania State University, State College, PA

BA (Bus. Adm.)Westminster College, New Wilmington, PA

                                Concentration Finance and Accounting, Cum Laude graduate in three years.



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