HARRIS ARLIN

3 Basill Lane Home Phone: (631) 368-4475

East Northport, New York 11731
Cell Phone: (631) 848-1602
hab12bac@westpost.net

EXECUTIVE PROFILE
Controllership / Transportation/ Manufacturing & Supply Chain Finance & Accounti
ng / Corporate Development / Internal Audit/Public Accounting
Finance executive with in-depth controllership, financial management and global
inventory management experience. Earlier public accounting and internal audit ba
ckground.
Innovated numerous Best Practice financial and supply chain processes and system
s for a fortune 500 global company.
Track record of advancement based on ability to enhance business performance by
improving processes and procedures, streamlining information systems, installing
rigorous planning/accounting/analysis processes and building high performance t
eams. Successful in managing change and diverse responsibilities.
Expertise includes:

* Operational Finance & Accounting

* Financial Planning, Analysis & Reporting
* Budgeting / Forecasting
* Business Performance Improvement
* Change Management
* Global Inventory Management
* Internal Controls / GAAP & SOX Compliance
* Systems Development & Implementation
* Fixed Asset Management
* M&A Due Diligence
* Contract Negotiations
* Project Management
* Capital Projects / Plant Construction
* Internal Audit
* Mergers / Acquisitions

Harris Arlin
Page 2
PROFESSIONAL EXPERIENCE

MTA BUS COMPANY / LONG ISLAND BUS COMPANY

Flushing New York
{NYS Government Agencies with $500 million in revenue and $1 billion in NYC, Cou
nty, and NYS operating subsidies
* Controller of MTA Bus Company.................................................
..............................2007-2010
* VP of Finance / Long Island Bus Company.......................................
..........................2008-2010
Merged seven private bus companies into one financial organization.
Implemented People Soft ERP system that included General Ledger, Accounts Payabl
e, Accounts Receivable and inventory that consolidated the accounting functions
of the bus companies.
* In 2007 made the records accurate for 2005, 2006 and 2007
* Accomplished certified audits for 2005, 2006, and 2007 in 2007.
* Developed and implemented an accounting department of 62 employees.
* Implemented Smart Stream payroll system that resulted in consolidating four pa
yroll systems into one. This resulted in a 20% reduction in staff.
* Implemented and developed a treasury function that ensured proper cash flow, c
ash coverage and reporting.
* Developed and implemented capital reporting systems to meet federal, NYC and s
tate requirements.
ESTEE LAUDER, INC. Melville, New York
(Fortune 500 consumer products manufacturer with $6+ billion in annual sales; pr
oducts sold through department stores, specialty retailers and company-owned ret
ail outlets)
Director of Financial Projects 2004-2006
Director of Fixed Assets Accounting and Control 2002-2004
Director of Financial Systems 2000-2002
Global Director of Financial Inventory and Cost Accounting 1995-2000
Advanced through increasingly more challenging controllership and financial mana
gement positions at the corporate level as company grew ($500 million to $6 bill
ion), went public, expanded internationally, and transitioned through numerous a
cquisitions. Held responsibility for managing and controlling global inventories
of up to $600 million, $1 billion of fixed assets, and capital projects of $250
million per year. Supervised direct and indirect staffs of up to 100 management
, financial and production personnel in the U.S. and Europe.
Finance / Accounting: Financial scope of responsibility has included financial p
lanning and analysis, general and cost accounting in accordance with GAAP, budge
ting, forecasting, financial reporting (including SEC), fixed assets, M&A due di
ligence, and Sarbanes-Oxley (SOX) compliance. Held final decision-making authori
ty on capital project approval and lease vs. buy. Ensured all accounting, capita
l budget and capital project details met GAAP and SOX specifications.
Financial Systems: Managed cross-functional teams and outside consultants on Ora
cle implementation and other system developments to support growth and reduce co
sts. Financial representative on the Supply Chain Solutions committee charged wi
th creating short vendor list and recommendations to CEO.
Inventory: Managed physical inventory and cost accounting for a $600 million glo
bal inventory with a focus on reducing COG and waste while improving on-hand inv
entory accuracy and timeliness of reporting.

Harris Arlin Page 3

Selected contributions throughout tenure include:
* Developed a global automated fixed asset and capital project management system
for $1 billion of assets. Established Fixed Asset policies and procedures, clea
red up disposal of assets fully amortized, and developed and implemented asset v
erification method. Results included $18 million in paid taxes reimbursed, elimi
nation of capital projects overspend ($25 million), and audit acceptance for SOX
and GAAP compliance.
* Set up a reverse Finished Goods distribution center that enabled company to op
en 200 outlet retail stores to recover returns and reduce destruction expense. R
educed destruction COG $26 million per year while creating $65 million in sales
with a net profit of $29 million.
* Project team leader for construction of 4 European plants.
* Coordinated successful implementation of Oracle Financials.
* Developed POS and retail inventory system to support newly created outlet stor
es.
* Designed Returns Inventory Sales Control system (RISC) that was purchased by a
major consulting firm for use and further development.
* Implemented an A/R and deduction management system that decreased outstanding
claims by $5 million and allowed a 10% reduction in A/R staff.
* Instituted Standard Cost System, Activity Based Costing, and Indirect Labor Me
asurement.
* Developed supporting data to substantiate $500 million of dividend reimburseme
nt from foreign subsidiaries at a 5% tax rate as opposed to 35% under the new re
gulations. Net savings was $150 million.
* COG was reduced from 32% to 26%, waste was reduced 20%, and net-operating prof
its increased $320 million during tenure as Global director of Financial Invento
ry and Cost Accounting.
WHITMAN PACKAGING CORPORATION Melville, New York
(Largest manufacturing division of Estee Lauder)
Controller 1990-1995
Directed controllership activities, including accounting, budgeting, reporting,
payroll, capital project management, as well as manufacturing operations for 5 m
anufacturing facilities in 3 states. Reported to COO and supervised a direct sta
ff of 8.
* Member of senior management team that prepared company to become a subsidiary
of Estee Lauder.
* Reduced overhead costs by $4 million.
* Provided financial leadership for construction and project accounting of 2 new
plants including a joint venture with an Italian company.
* Automated accounting processes to Oracle Financials.

Harris Arlin Page 4

Previous positions with Estee Lauder:
Director of Global Inventory & Internal Controls for Global Operations
Worldwide Manufacturing Analyst
Global Manager of Internal Audit
Earlier Internal Audit experience with The Port of New York and New Jersey Autho
rity
4 years of public accounting
EDUCATION / ADDITIONAL
C.W. POST LONG ISLAND UNIVERSITY - Long Island, New York
Bachelor of Science, Accounting and Management
Member:
Institute of Internal Audit * Project Management Institute * Oracle User Group
Working knowledge of Oracle Financials, JD Edwards, People Soft, AMAPS, Excel, W
ord, Hyperion and JDA retail system ,Smart stream
U.S. Army- Honorable Discharge