Ted Hoefel, Mba

Custom specialty chemical manufacturer serving pharmaceutical, medical device, and life sciences markets; ~$125M revenue, operations in U.S. and Ireland. •Own end-to-end monthly close process across two international sites, including journal entries, accruals, reconciliations, and departmental reviews, consistently delivering accurate management accounts within a 5-day close cycle. •Apply ASC 606 revenue recognition across two multi-year development contracts totaling $22M, involving multiple POs and interdependent performance obligations, using both input method (cost-to-cost) and milestone-based recognition across distinct and bundled deliverables. •Built and maintain a proprietary revenue recognition tracker managing invoice status, completion status, recognized and remaining amounts, recognition timing, and associated contract costs across all active performance obligations. •Build and lead annual budgeting and rolling forecast processes for a $70M division spanning U.S. and Ireland operations, translating financial performance into actionable guidance for division leadership. •Own monthly management reporting and variance analysis, evaluating actual performance against budget and forecast and communicating key drivers to leadership. •Establish and maintain accounting policies, controls, and SOPs, reducing expense misallocations and limiting month-end adjustments to minor strategic reclassifications. •Evaluate project-based capex investments and track spend against budget, ensuring accurate cost allocation across U.S. and Ireland operations.

PE-backed (ABRY Partners) insurtech company delivering third-party administration and proprietary technology platforms to life, health, long-term care, and annuity insurers; ~$175M+ revenue with recurring contract structures including minimums and usage-based billing. •Built and maintained 13-week and 52-week cash flow forecasting models, monitoring daily cash positions across accounts against a $4M minimum liquidity threshold; maintained full compliance and provided PE sponsor, ownership, and leadership with continuous visibility into cash availability. •Led weekly cash reviews with CFO and senior leadership and prepared materials for PE sponsor reporting, surfacing risks early enough to coordinate two lender renegotiations, secure additional funding, and execute vendor payment restructurings that protected key supplier relationships. •Delivered monthly variance analysis packages to the Business Unit Leader, translating cash and P&L results into actionable narratives on key drivers and risks for leadership and investor consumption. •Managed recurring revenue arrangements with contractual minimums and usage-based components, developing familiarity with multi-element contract structures and variable consideration under ASC 606. •Controlled weekly AP payment runs in partnership with the AP manager, prioritizing critical vendors and managing disbursement timing to preserve liquidity while protecting supplier relationships and meeting all payroll obligations.

Publicly traded Southeast regional bank (NYSE: UCB) with ~$20B in assets; responsible for reporting on an investment portfolio that grew from $3B to $7B during tenure. •Aggregated and maintained comprehensive reporting across a $7B fixed income and alternative investment portfolio, delivering performance analysis that directly informed senior leadership balance sheet decisions. •Built the division's monthly portfolio reporting dashboard using Excel pivot tables and dynamic formulas, replacing a manual process and enabling real-time performance visibility for leadership. •Automated rate and liquidity reporting by integrating Bloomberg's Excel add-in, reducing a 30-minute manual pull to under 5 minutes per cycle.

•Overhauled monthly reconciliation process for investment, derivative, and wholesale funding balances, converting a paper-based workflow to digital review and e-signature. •Rebuilt 10-Q and 10-K investment disclosures using dynamic Excel models, reducing a multi-day manual entry process to a 2-day update cycle across a $3B to $7B portfolio.

•Led audits across multiple business units, assessing internal controls, financial reporting integrity, and operational process efficiency; identified control weaknesses that prevented over $350K in potential fraud losses.

•Evaluated internal controls and financial reporting integrity through SOX testing and operational audits; prepared audit reports and presented findings to senior management.

•Performed SOX testing and financial audits for U.S. and European business units; served as primary liaison for external auditors and contributed to enterprise-wide risk assessments.