1. Scott R. ReisdorfCell (330) 289-8026 MBA Shippensburg State University
322 Burton Farms Drive, Smyrna TN 37167 BS Accounting Penn State University
Objective: Leadership of Function/People in a Progressive Supply Environment
To manage a functional and supply teamin a growth oriented company by contributing my proven abilities to:
 Enhance Productivity and Profits by developing and coordinating information systems with analytics for the supply chain
organization through collaborative involvement to improve the balance sheet and Income Statement. Also by focusing on
developing the team’s talent for the future leadership.
 Develop Business Systems through contemporary and innovative process controls and methodologies through analytics and
process development
 Improve Decision Making by involving all functional experts with a collaborative gathering of information, analysis and
driving for results,and making the best informed decision utilizing the Five Principles
Qualifications:
Accounting Management (Depth) Leadership/Development Learning Agility (Breadth)
Sales Experience (Breadth) Change Management Research/Analytics/Resolution
Collaborative Approach Strong Organizational Design Strong HR Generalist Skills (Breadth)
Achievements:
 Developed Activity Based Management System for costing products and evaluating profitability of Product Lines /
Business Units, resulting in a 67% improvement in earnings (over $750k /Year) of the adhesives product line by
improving costing and market pricing within 3 months of implementation.
 Investigated and analyzed costing activities by interviewing production and sales personnelto identifying cost drivers,
improving management pricing decisions and product profitability by 12% within 90 days.
 Lead the Union negotiations and influenced the site associate’s decision to de-certify from the union saving the company
over $300k peryear and improving the associate earnings.
 Created The Five Principles decision making tool that supports the cultural foundation of Mars Inc. that led to the
company’s implementation of the universal toolkit globally.
 Developed and implemented a site-wide cycle counting program of a $40M inventory base resulting in an improvement of
accuracy from below 70% to over98% consistently.
 Led the financial analysis and review of moving manufacturing to Mexico that was successfullyapproved and implemented
that had identified savings over $11M annually.
 Orchestrated a change management of the product BOM and flow by interfacing with production (batch flow) and
accounting departments in matching accounting procedures and production methods generating a 90% reduction in
inventory shrink from $1M/year to under $100k/year on a regular basis.
 Achieved Make the Difference (Associate recognition program) semi-finalist in 2014 by unifying the acquired North
American Horsecare business segment to the Mars culture. Also achieved a nomination each year since on board at Mars.
 Led the Petcare NA Internal Supply Organizational Design in 2015 by successfully developing the process,identifying the
associate pool, leading the strategy by functional area that resulted in a successful implementation on budget and within
the allotted timeframe allocated.
 Held an 80th percentile on both Grand Mean and Follow Through with the Associate Engagement process at Mars
Horsecare.
Professional Experience:
 Mars Incorporate: Currently over 3 years of successfulHR as Regional P&O Manager Supply and 7 years as CFO at Mars
Horsecare to include P&O, IS, S&F and Sales Canada responsibilities
 Previous companies’ roles include: Regional Controller multi-national companies, Manufacturing Controller, Cost
Accounting Manager, Senior Accountant, Payroll, Project Accounting, & Cost Accountant/General Accountant.

2. Scott R ReisdorfCell (330) 289-8026 MBA Shippensburg State University
322 Burton Farms Drive, Smyrna TN 37167 BS Accounting Penn State University
Expanded Professional experience
Mars Incorporated:
 Mars Petcare NA Regional P&O Manager, Supply: Provides leadership and support to all levels of management in achieving
agreed-upon business results through the development and effective implementation of a broad range of systems and
programs. This includes assisting management in identifying and developing high performing associates,maintaining conditions
for a high degree of engagement and productivity in the workplace and ensuring executional excellence.
 Mars Horsecare CFO: Custodian and Co-pilot for the business unit,responsible for leading the business unit in the development
and delivery of its financial objectives, ensuring sound financial control and governance,managing and developing a team of
associates responsible for all Financial Operations, and High Performing Business and Governance activities of the business unit.
In addition, this role is accountable for creating a high performance culture and leading the development and engagement of
associates.
Overhead Door Group:
 Regional Controller: Managed the financial and cost departments of multiple sites with a staff of 6 professionals. Managed the
financial reporting, budget/planning,inventory reporting, along with all product costing, plus directed the period end closing
process of 3 manufacturing sites.Coordinated, analyzed and communicated the manufacturing operating plan of the division. Led
the financial evaluation of assessing manufacturing sites in Mexico.
Waukesha Electric Systems:
 Manager Business Development and Finance Director: Implemented and trained 9 locations on new business systemand
coordinated the integration of Grand Eagle to Waukesha Electric through sound change management process.Managed and
controlled the financial reporting of the entire business group.Responsible for the financial reporting, budget/planning process,
inventory reporting, along with all standard/actualcosting and the responsibility of the month-end financial closing process of 12
service locations in North America as well as the planning process.
Imperial Home Decor Group:
 Operations Controller: Managed the financial and cost departments of multiple sites,including 2 in Canada, with a staff of 9
professionals.Responsible for the financial reporting, budget/planning,inventory reporting, along with all product costing,and
managed the period end closing process of 5 manufacturing sites including exchange rate processing.Coordinated, analyzed and
communicated the manufacturing operating plan of the businesses.
Venture Lighting Intl:
 Manufacturing Controller: Managed the financial and cost departments with a staff of 2 professionals. Responsible for the
financial reporting, budget/planning,inventory reporting, along with all product costing,and managed the period end closing
process of 2 manufacturing sites.Coordinated, analyzed and communicated the manufacturing operating plan of the division.
Elsag Bailey:
 Plant Controller: Responsible for the financial, payroll, costing and inventory control departments with a staff of 9 professional
in multiple sites.Handled the financial reporting, budget/planning,inventory reporting, along with all product costing,and
managed the period end closing process of 3 manufacturing sites.Coordinated, analyzed and communicated the manufacturing
operating plan of the division.
Carlisle Companies:
 Versico: Controller
 Carlisle SynTec Systems: Manager Factory Accounting (including Payroll and Sales Tax management),
 Carlisle Tire & Rubber: Senior Cost Accountant,General Accountant,Project Accountant,Cost Accountant.