Andrew Gier

As a lean professional, I oversee all credit and AR operations for North America and LATAM between both ADFORS and its sister company, Vetrotex.

My team of local and international representatives and I work proactively to protect organizational profitability while acting as a bridge between commercial operations and the finance division.

I proactively develop our credit policies to balance risk management and commercial needs, resolve all escalations, and oversee the execution of ad-hoc interdepartmental projects that optimize business processes, promoting agility and efficiency.

• Year-over-year DSO reduction, despite increased terms of sale demands by the 'retail,' and 'export' segments.
• I spearhead credit policy and AR process development, and lead continuous improvement efforts with our external SSCs for cash application to ensure accuracy & timeliness.
• Development of actionable KPIs, dashboards, and monitoring processes to improve collection rates and working capital ratios.
• Streamlined and professionalized multiple interdepartmental processes, and provide ongoing project and implementation management.
• Conduct regular reviews of existing accounts to identify areas of risk or non-compliance.

After being hired to oversee AR, my role within Whiting rapidly grew into a multifaceted leadership position with a wide range of responsibilities & organizational reporting streams

• Credit & AR management
• End-to-End cash application & GL reconciliation
• Aggregation, analysis & reporting of monthly/annual sales data (Gross margin, KPI’s, DSO’s, rev vs spend, etc.)
• ISO Certification - internal auditing & process review
• Sales & Use Tax Program management
• Ad-hoc project management & process optimization
• Highlights:
• Creation & oversight of a comprehensiv Sales & Use Tax Management Program
• End-to-End implementation of tax calculation, collection & remittance software (Avalara & CertCapture)
• Development, design & implementation of a Freight Estimation/Calculation System (FedEx)

As an analyst working directly for Superior at their corporate headquarters, I managed a customer base of over 175 individual entities.

• In my time with them, I reduced their organization's total aged inventory of dollars owed for more than 60 days by 42%, and our items aged for more than 90 days by 71%.
• I frequently held calls and meetings with our customers (on-site and off-site) to discuss process improvement and optimization, with an eye toward minimizing risk and loss.
• Additionally, I was responsible for the training of new department personnel with our software, cash management policies, and communication techniques, as well as oversight of many of our unit’s day-to-day activities.