Robin L. O’Brien
Hudson, NH 03051
P: (603) 318-8510
An Accounting and Finance professional with a project management background who provides insightful and
actionable business reporting and analysis used to support decision making and management of the company.
• Budgeting, planning and forecasting • General ledger and account reconciliation
• Actionable financial analysis • Management and financial reporting
• Establish and implement key performance metrics • Risk analysis and mitigation
• Cost savings and process improvement • Project management (PMP)
• Sarbanes-Oxley (SOX) compliance and internal controls • Staff development
• Administration of federal and state loan and grant programs including disbursement applications, overhead calculations,
compliance with Federal Acquisition Regulations (FAR), reporting and audit activities
Beacon Power, LLC (Beacon Power Corp.), Tyngsboro, MA
A global leader in the development, manufacturing and commercialization of fast response flywheel-based energy storage
systems, Beacon’s high-tech systems offer proven solutions at the utility-scale for power grid reliability and renewable
power integration. After filing for bankruptcy in October of 2011, the assets of Beacon Power Corp. were purchased from
bankruptcy in March of 2012 by Rockland Capital, a private equity firm. Revenue < $100M.
Manager, Project Finance (Planning, Analysis and Compliance) Feb. 2010 – Nov. 2015
Responsible for development of plant construction and operating budgets, analysis and reporting for $120M+ portfolio
of flywheel plants located in distinct legal entities and ISO jurisdictions.
Applied earned value principles to monitor progress and identify schedule and budget risks. This effort resulted in the
complete fulfillment of both the Department of Energy’s (DOE) stringent and exhaustive grant requirements and
Established key metrics and performance indicators to measure and monitor construction and operational results
against goals and objectives minimizing risk through early identification and response.
Implemented zero-sum budgeting to manage costs for a $60M project. The project budget was maintained and there
was no use of the project’s $2.3M contingency.
Developed and implemented model to track $60M project spending. The model enabled federal, state and internal
reporting which encompassed three distinct budgets with unique spending classification methods.
Developed corporate compliance calendar encompassing financial (loan, grants and internal) and regulatory (FERC, EIA
and ISO) reporting requirements ensuring compliance with contracts, laws and regulations.
Simultaneously managed project requirements for a $43M loan and a $24M grant from the DOE as well as a $5M grant
from the Commonwealth of Pennsylvania that included preparation of loan and grant draws, filing certificates, budget
models, monthly reports (EVMS and progress) and compliance audits.
Liaison to the DOE’s contracting office, loan office, program manager and legal counsel as well to the third-party the
State of Pennsylvania’s project overseer and local development authority.
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Recognized by human resources for excellence in staff development.
Developed corporate overhead rates and worked with federal cost analyst to obtain approval enabling removal of
grant restrictions and access to funding.
Sr. Accountant Apr. 2007 – Jan. 2010
Project leader for SOX certification and ongoing compliance activities including oversight of the SOA 404 requirements,
document and change process control, issue tracking and testing. Coordinated efforts with external consultants to
ensure internal and external resources were used efficiently and effectively.
Developed and documented complex policies, procedures and workflows to support year one SOX compliance efforts.
Utilized COSO internal control framework.
Supported preparation, review and editing of all SEC reports, including Forms 10-K, 10-Q and 8-K; prepared monthly
financial and management packages.
Chantry Networks, Corp. (a Siemens Company), Chelmsford, MA
A venture capital funded start-up with locations in Canada and US (headquarters), acquired by Siemens in January of 2005,
Chantry Networks provided leading wireless LAN infrastructure products for the enterprise and service provider market.
Revenue < $100M.
Controller Oct. 2005 – Mar. 2007
Oversaw all internal and external reporting requirements; ensuring the business complied with corporate policy/US
GAAP/IFRS and related compliance requirements.
Managed financial, operational and risk audits including resource scheduling, information requests and
implementation of resulting recommendations.
Project leader for SOX Category II certification and ongoing compliance activities including oversight of the SOA 404
requirements, document control, change process control, gap/issue tracking and testing.
Facilitated migration of accounts payable and payroll to off-shore shared services team reducing corporate risk through
improved controls environment and achieving costs savings.
Participated in global BTA process, established balance sheet and forecasting model. Developed monthly rolling
forecasts with a 97% average accuracy rate.
Established monthly management package.
Manager, Accounting Nov. 2003 – Sep. 2005
Prepared and delivered timely and accurate financial statements. Reviewed account reconciliations. Established
internal controls and performed analytical checks to ensure data accuracy.
Division leader for SAP implementation enabling two-day close and real-time result analysis.
Managed payroll, accounts payable, cost accounting, accounts receivable, treasury management and credit and
collections. 2+ person staff located in the US and Canada.
ENTERASYS NETWORKS, INC., Andover, MA
A $425M provider of total network solutions for the enterprise-class customer.
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Sr. Credit Analyst May 2003 – Nov. 2003
NETSILICON, INC., Waltham, MA
A $35M provider of integrated system-on-silicon and software solutions for network systems.
Sr. Manager, Accounting Sep. 2000 – Aug. 2002
Reviewed and evaluated NRE (non-recurring engineering) and maintenance contracts to understand billing milestones
and relation of billing milestones to work performed throughout the contract. Established schedule for revenue
recognition based upon percentage of work performed. Communicated requirements for revenue recognition (and
commission attainment) to sales eliminating misunderstandings at month-end. Verified 3rd party evidence of
completion was in order. Deferred or recognized revenue as necessary.
Initiated a weekly backlog meeting to review scheduled shipment dates with sales, logistics, and operations to ensure
shipment dates were accurately reflected in the backlog improving customer satisfaction and forecasting.
Manager – Credit & Accounting Operations (AP, AR, Sales Administration) Nov. 1998 – Aug. 2000
Implemented standard practices for initial purchase order acceptance and order changes ensuring compliance with
corporate revenue recognition policy and SOP 97-2.
Team lead for revenue, accounts receivable and accounts payable for the implementation of new ERP system.
Hired, trained and evaluated the job performance of the three staff members within the department. Established
performance objectives for each individual aimed at his own growth and departmental initiatives.
SOFTWARE AND TOOLS EXPERIENCE
SAP, Infor-Visual Software, Infor-Point.man, Minx ERP, ASK-MANMAN and QuickBooks
Microsoft Excel, Word, Visio, PowerPoint, Outlook and Project
EDUCATION AND CERTIFICATIONS
Master of Business Administration Jan. 2016
Concentration in High Technology Management
Northeastern University, Boston, MA
Master of Science in Finance Jan. 2016
Northeastern University, Boston, MA
Bachelor of Business Administration in Management May 2011
University of Massachusetts, Amherst, MA
Alpha Sigma Lambda Honor Society, Golden Key International Honor Society
Project Management Professional (PMP Certificate #: 439723)
Since: Nov. 2006 - Valid through: Nov. 2019