Michael Mohar has over 25 years of experience in finance, accounting, and business process management. He has implemented SAP systems in over 20 countries, generating $30 million in cost savings. As Business Process & Resource Manager at SC Johnson, he led projects that integrated acquisitions, implemented supply chain financing, and cleansed financial master data.

1. MICHAEL S. MOHAR 5606 Richwood Lane
Racine, Wisconsin 53402
262.930.4349
michaels.mohar@gmail.com
Profile
Business Process Manager with over 7 years of experience Leading Global SAP implementations for
FI/CO modules with special focus on Product Costing and Accounts Payables. Strong background in
finance leadership, with over 25 years in Product Costing, Inventory Management, Marketing Support,
Manufacturing Support, and Internal Audit. Designed and implemented worldwide, cross-functional
business processes to drive value and productivity.
SC Johnson, Racine, Wisconsin
A $9 billion privately-held global consumer packaged goods company.
1998 to
Present
Business Process & Resource Manager – Global Business Solutions: Responsible for
meeting changing business needs related to Global FI/CO, Product Costing, and Accounts
Payable. This included projects impacting more than 60 company codes, 4 shared service
centers and more than 25 manufacturing locations. Partnered with global and local
management to strategically identify areas of opportunity to drive process improvements and
cost effectiveness. Supervised a diverse global team of 4 business and technical employees.
 Implemented SAP in more than 20 countries across Asia Pacific, Europe, CIS, and South
America over 6 years. Result: Met aggressive project timelines and delivered solution
without business interruption. Led key activities such as blueprinting, super-user
knowledge transfer, unit and integration testing, and cutover.
 Managed and transitioned centralization of A/P and Product Costing job functions into
Shared Services Centers as part of Global Transformation in Europe, Asia, and South
America. Result: Generated efficiency gains and $30,000,000 in cost savings. Project
Management included design work, training, and rolling out global business processes and
system solutions. CI efficiency gains achieved by automation, IT supported process
change and harmonization.
 Led the challenging integration of brand acquisitions, including Baygon®, Kiwi®, and
SpaceBags® into single global instance of SAP for supported modules. Result: Analyzed
legacy processes, identified gaps, and developed sustainable solutions.
 Led and implemented Supply Chain Financing model utilized by Procurement and Finance
to extend payment terms. Result: Delivered $20,000,000 increase in A/P Capital.
 Developed and led implementation of new accounting process for joint distribution model
with Scotts Miracle Grow®. Result: Enabled 30% sales increase in DIY class of trade.
 Managed the technical portion of global Financial Master Data cleansing project designed
to simplify global functional reporting and reduce financial posting errors. Result: Deleted
or Blocked 29% of G/L Accounts, 54% of Cost Centers, and 37% of Profit Centers.
 Finance Manager and Lead for FileNet P8 and OpenText VIM 7.0 upgrade. Managed 3
direct reports and an OpenText consultant, which included upgrading FileNet and
OpenText A/P VIM solution for 60 company codes. Result: Increased efficiency by 15%
in A/P processing ensuring to capitalize on cash discounts and effective processing.
2007
to
2014
Financial Supervisor – North America Product Supply: Responsible for North America
inventory budgeting and reporting, which included weekly and monthly updates for 6
businesses, 11 manufacturing plants, and 7 distribution centers. Responsible for month-
end and year-end financial activities around analyzing variances, LIFO calculation, and
working with external auditors.
 Drove North American 20% inventory reduction by partnering with Planning and
Manufacturing to Lean processes, provided timely communications, and managed exit
strategies. Result: Created seamless inventory reporting and budget processes
utilizing SAP, BW, and eBrand for 15% efficiency increase.
2005
to
2007

2. Resume of MICHAEL S. MOHAR Page 2
 Initiated and led cross-functional task force to improve long lead-time supply chain for
devices. Result: Generated 30-day reduction in average inventory.
GCOE Controls Consultant – Global BPT: Responsible for designing, managing, and
implementing sustainable internal controls model for a global rollout in over 30 countries in
multiple waves to meet SOX 404. Defined SAP segregation of duty model.
 Directed Argentina SOX pilot. Result: Partnered with local management to establish
understanding of testing process and developed and implemented resolutions.
 Created control frameworks covering 15 forecast-to-stock sub-processes.
Result: Detailed COSO frameworks to minimize financial risk in the product supply
area. Ensured new activities added to the “Global Template” met Sarbanes Oxley.
2003
to
2005
Financial Support Manager – Home Cleaning Business: Responsible for supporting
marketing for all financial requests including budget, re-estimates, and profit challenges.
 Named Finance Business Partner for 8 new product cross-functional teams, including
Marketing, RD&E, MRD, Manufacturing, Forecasting, and Customer Marketing.
Result: Created more than $100,000,000 in sales.
 Directed inventory management team. Result: Increased turns by +0.7 vs. target and
+0.9 vs. prior year, also SKU count was reduced by 15% year on year.
2001
to
2003
ERP Financial Consultant/Operations Financial Manager – North America and Home
Storage Manufacturing: Responsible for implementing the Controlling module, including
Product Cost, which was part of $125 million SAP project. Led team of 4 business,
technical, and consultants, plus 5 super-users. Also, responsible for supporting new
manufacturing business acquisition for 7 Ziploc® bag manufacturing plants.
 Delivered project on time, including cost visioning, design, data migration, training, and
implementation. Result: Beat budgeted implementation cost by 8%.
1998
to
2001
Held Cost/Inventory Manager positions with Deflect-O Corporation and Eagle Building
Products, Indianapolis, Indiana.
1993 to
1998
The Dow Chemical Company, Midland, Michigan
A global chemical company.
1986 to
1993
Cost and Managerial Accountant: Responsible for financial support for manufacturing
service groups. Managed $500 million budget process, including setting guidelines, schedules,
training, and reporting.
1988
to
1993
Held more responsible accounting positions within Dow Chemical Company, including
Distribution Accountant, Accountant I – Special Project, and Internal Auditor. Promoted
3 times.
1986
to
1988
Education
BS Degree, Accounting, Purdue University, West Lafayette, Indiana, 1986
Additional Experience
SAP Product Costing Module training
ERP: SAP ECC 6.0 - FI, AP, PC, CCA, PCA
Consumer Marketing Strategy – Northwestern School of Kellogg
GFEP Certified Financial Manager (SCJ internal certification)