Denise Stone


62 West Valley Brook Road
Long Valley, NJ 07853
T: 908-876-5676
M: 973-214-9953


Work History

BearingPoint, Warren, NJ 2007-Present
Leading management and technology consulting company serving Forbes Global 2000 and many of the world's largest public services organizations.
Director, Investor Relations & Marketing Operations
Recruited to work with CMO developing business plans, budgets, forecasts, and enhancing financial systems and reporting tools. Added accountability for investor relations within seven months of hire and collaborated with CEO and CFO to expand IR efforts to increase awareness within investor community.
  • Managed $45 million global marketing budget and developed process to help leaders prioritize key initiatives to ensure optimal ROI while reducing overall budget by more than 15%.
  • Diminished negative press and minimized sell-off as primary contact with investment community, creating crisis communications during most challenging period in company history, which included SEC filing delays, restatement, CEO and CFO changes, NYSE de-listing notification, and Chapter 11 filing.
  • Achieved 35% improvement in financial compliance by implementing work-flow management system that helped restructure marketing operations and financial processes, eliminate contract errors, and minimize risks in trademarks/patents and use of references.
  • Collaborated with executive team in strategic development of first Investor Day as current filer within 30 days after unexpected CEO change in addition to managing perceptions and expectations of investment community.
  • Maintained regular, proactive contact with 16 US-based equity analysts and top 50 institutional holders, which represented 90% of common stock outstanding.
  • Developed and executed effective financial communications strategies during filing delays and restatements.
  • Led, facilitated, and consolidated efforts of executive, legal, SEC, finance, communications, and investor relations to generate key materials for quarterly earnings calls.

Core Development Group, Montclair, NJ 2005-2007
National distributor of imported merchandise and party supplies.
Directed five-member global team of financial professionals in all facets of operations and financial/accounting reporting to resolve emerging issues and drive effective decision-making processes aligned with business objectives.
  • Reduced errors 60% and work force 40% in Hong Kong office by restructuring business model and implementing project management plan, causing $1 million in annual losses.
  • Negotiated with vendors to receive more than 20% in discounts, which drove income and provided shareholder dividends in face of business wind-down.
  • $1 million increase in bottom-line profits realized as result of managing P&L and forecasting, working with lenders to provide funding for trade expansion, minimizing chargebacks, and implementing new accounting system to create robust reports, which returned company to profitability within 14 months.
  • Identified and provided alternative solutions, delivering 40% ROI to shareholders despite potential loss.

Team Products International Inc., Parsippany, NJ 1999-2005
Provider of imported consumer products across North America.
Led five-member finance and operations group, including accounting, HR, and corporate administration to determine pricing structures, operational strategies, and new product lines to grow sales and profitability.
  • $2 million in incremental revenue and 25% direct cost savings realized by playing key role in negotiations of extended payment terms with key suppliers and revised contracts with licensors.
  • Managed operations during period of substantial revenue growth from $19 million to $120 million over four years and oversaw development of 60+ new employees.
  • Partnered with acquisition candidates to plan and execute due diligence efforts for 70% divestiture.
  • Managed P&L with $120 million revenue and 10% net income as result of designing KPIs to forecast results in dynamic environment by automating sales acceptance process and validating profitability analysis to forecast future profitability trends and ensure top-notch quality control.
  • Transitioned small company into medium-sized company after implementing structure change to current flat reporting structure, recruiting talent, establishing teams, and changing location while maintaining tight controls.
  • Completed organization "right sizing" by changing strategic direction, cutting costs, reducing workforce based on forecasted revenue, and identifying sales opportunities in more profitable sectors.

Spartan Oil Company, Dover, NJ 1989-1999
Provides fuel oil, gasoline, and related products with $50 million in annual sales.
Led seven-member professional accounting team in oversight of financial reporting and financial accounting processes in addition to incorporating robust standards and operating practices that improved quality of corporate and field operations.
  • Reduced shrinkage and improved inventory accuracy by spearheading enterprise financial system deployment including implementation of C-Store software that streamlined accounting and financial reporting processes.

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