Gary Jacobs

Current

President at JEM Consulting, Inc.

Past

Consultant at Take 2 Interactive
Consultant at Sirius XM Radio Inc.
Consultant at LVMH Perfumes & Cosmetics

Consultant at Emerson Electric
Consultant at Intelsat/PanAmSat
Consultant at BP / Castrol
Consultant at Atlas Air
Consultant at Carl Zeiss
V.P. Finance & CIO at Geneva Watch Group
Practice Leader and Consulting Manager at PricewaterhouseCoopers
Corporate Controller and Chief Accounting Officer at CARCO Group, Inc.

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Education

Media Management - NYU
MBA - Adelphi University
BS, Accounting - SUNY

Electrical Engineering - U-Mass

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1 more...

Recommended

5 people have recommended Gary

Connections

186 connections

Industry

Management Consulting

Websites

Gary Jacobs’s Summary

Top caliber business and technology consultant – delivering 20+ years of progressive consulting solutions to leaders in the media, entertainment, communications, consumer goods, distribution and manufacturing industries.

Intuitive and innovative thought leader and visionary with a keen sense of the psychological and economic forces that influence decisions and drive results.

Skilled in tactical “hands-on” project management and delivering economic value from strategic business initiatives - particularly major business transformation initiatives - including: business process and systems design and implementation, corporate restructuring, outsourcing, mergers & acquisition integration, turnarounds and bankruptcy emergence.

Trustworthy mentor and leader – capable of developing and motivating top performing teams; as well as managing the personal, contractual and financial affairs of individuals.

Poised, clear and concise communicator to people at all levels of the organization – from board of directors to clerical staff.

Versatile subject matter expert with best-practices knowledge in: financial planning and analysis, accounting operations, financial reporting, regulatory compliance (GAAP, SEC & SOX), supply chain management, customer relationship management, contract management, information systems management, manufacturing, material requirements planning, warehousing and logistics.

Analytical, and focused problem solver - proficient in solving complex problems by breaking them down into manageable tasks.

Expert in ERP systems and their deployment to achieve business process improvement, business system automation, and cross-functional integration.

Expert in business intelligence and desktop technologies used to synthesize and present data as information to support alternatives, recommendations and decisions.

Gary Jacobs’s Specialties:

Financial Planning & Analysis
Business intelligence development, management & reporting
Regulatory compliance management & reporting
Strategic, tactical, functional & technical project management
Corporate restructuring, outsourcing, M&A integration and divestitures
Process design, development and deployment
Systems application design, development and deployment
ERP systems implementation & enhancement
Oracle and JD Edwards Financials, Distribution & Manufacturing Expert

Gary Jacobs’s Experience

President

JEM Consulting, Inc.

(Privately Held; Management Consulting industry)

1998 — Present (11 years)

See Major Client Engagements Below. Many of these are repeat and/or concurrent engagements, spanning several years...
Consultant

Take 2 Interactive

(Public Company; TTWO; Computer Games industry)

August 2008 — July 2009 (1 year)

Designing and leading the finance and accounting process transformation - of sales and accounts receivable - related to the transition from physical video game sales and distribution to on-line video game sales and delivery.

Designing and leading various Oracle, JDE, Cognos & Hyperion ETL's for forecasting, budgeting, recording and analyzing revenue, royalty, amortization, expenses and profitability by video game title and system platform.

Enhancing accounts receivable and collections processes, systems and reporting to maximize collections and shipments – by increasing customer compliance to reduce deductions, and monitoring and managing credit exposure to allow or prevent product shipments when appropriate.

Enhancing accounts payable processes, systems and reporting to streamline closing process, improve expense recognition and tracking, and improve accrual accuracy. Assisting with the implementation of Basware Procure-to-Pay Document Imaging with approval workflows and interfaces to Oracle/JDE ERP.

Providing training and documentation to ERP system users, to streamline transaction processing and improve transaction integrity and accuracy.
Consultant

Sirius XM Radio Inc.

(Public Company; SIRI; Entertainment industry)

September 2007 — July 2009 (1 year 11 months)

Jan 2009 - Jun 2009: Providing Business Project Management Office (PMO) services for the Post Merger Integration of Sirius and XM.

Sep 2007 - Jun 2008: Reorganized and streamlined the procure-to-pay functions, which experienced exponential growth over a four year period. Established, and automated, recurring payment schedules for programming content; centralized vendor invoicing and payment processing for major electronics component manufacturers and distributors; enhanced cash flow forecasting and reporting using Oracle Financials and Oracle Discoverer. Implemented electronic invoice document management and approval workflow routing.
Consultant

LVMH Perfumes & Cosmetics

(Public Company; Luxury Goods & Jewelry industry)

June 2000 — July 2009 (9 years 2 months)

June 2009: Managing integration and consolidation of Dior Couture Fashion back office operations into LVMH Perfumes & Cosmetics back office operations

July 2007 - Aug 2007: Managed outsourcing of Canadian warehouse management to 3rd Party Logistics provider

Jan 2007 - June 2007: Managed post acquisition integration and consolidation of Fresh, Inc. – including general accounting, financial reporting, budgeting, accounts payable, accounts receivable, sales order management, supply-chain management, warehouse management and logistics

May 2002 - Sep 2002: Managed post acquisition integration and consolidation of Bliss – including general accounting, financial reporting, budgeting, accounts payable, accounts receivable, sales order management, supply-chain management, warehouse management and logistics

Sep 2000 - Mar 2001: Managed the creation of a shared services operation to handle; general accounting, financial reporting, budgeting, accounts payable, accounts receivable, sales order management, supply-chain management, warehouse management and logistics for the Christian Dior, Givenchy, Guerlain, Michael Kors and Marc Jacobs cosmetics brands

Created PMO (Project Management Office) with ERP implementation and post acquisition consolidation and integration methodology and tools.

For all projects, chaired Core Team and Steering Committee meetings and reported directly to executive management.
Consultant

Emerson Electric

(Public Company; EMR; Electrical/Electronic Manufacturing industry)

May 1998 — July 2008 (10 years 3 months)

Jan 2007 - Aug 2008: Lead several domestic and international ERP system expansions and rollouts.

May 2006 - Dec 2006: Lead the developement of web enabled, enterprise-wide business system documentation and training curriculmn.

May 1998 - Jan 2000: Project Manager and Functional Consultant for wide scale ERP system implementation - involving accounting, financial and operational reporting, customer service, engineering, supply-chain management, manufacturing, MRP and warehousing/logistics operations and systems. Project team of 20+ functional and technical staff. Chaired Core Team and Steering Committee meetings and reported directly to executive management.
Consultant

Intelsat/PanAmSat

(Privately Held; Telecommunications industry)

September 2002 — January 2007 (4 years 5 months)

Jan 2006 - Feb 2007: Assisted Intelsat and PanAmSat with the pre and post acquisition integration of the two companies. Converted/ merged JD Edwards financial data and reporting to Oracle financials.

Oct 2004 - Jun 2006: Assisted PanAmSat with re-structuring and streamlining holding company and inter-company accounting by creating and managing spreadsheet models to calculate and report condensed consolidated financial schedules for SEC 10Q and 10K reporting – model included ETL (extract transform and load) macros, to and from ERP General Ledger, to compute and allocate management and license fees, and inter-company transactions, across 25 newly created satellite companies. Generated immediate $2.5 million in tax savings, and $250K in on-going annual tax savings.

Sep 2002 - Jan 2004: Designed and implemented procurement, capital project (Satellite build, launch and deploy) and capital asset management processes, systems and reporting enhancements. Designed and facilitated inventory count, valuation, reconciliation and system load for over 26,000 fixed asset records – required for the due diligence and purchase accounting records to record sale of the company to News Corp. and then later to Kohlberg, Kravis, Roberts & Co (KKR) in 2003 and 2004, respectively.
Consultant

BP / Castrol

(Public Company; BP; Oil & Energy industry)

2004 — 2006 (2 years)

Oct 2004 - Jan 2006: Assisted with BP Lubricant's post acquisition integration and consolidation of the Consumer and Commercial divisions of Castrol, into a consolidated ERP environment. Also facilitated the transition of several back office functions to 3rd pary off-shore outsource provider.
Consultant

Atlas Air

(Public Company; Airlines/Aviation industry)

2004 — 2004 (less than a year)

Feb 2004 - Oct 2004: Assisted Atlas Air Worldwide Holdings with financial reporting and "Fresh Start" accounting, needed to successfully emerge from Chapter 11. Also helped facilitate offshore outsourcing of applications development, Sarbanes-Oxley compliance and expansion of their ERP systems into Europe and the Middle East.
Consultant

Carl Zeiss

(Privately Held; Medical Devices industry)

2002 — 2002 (less than a year)

Jan 2002 - Jun 2002: Lead an Enterprise-wide ERP System (JD Edwards) Upgrade.
V.P. Finance & CIO

Geneva Watch Group

(Privately Held; Apparel & Fashion industry)

April 2001 — December 2001 (9 months)

Lead a private equity backed post-acquisition consolidation of three privately held watch, clock & pen companies into one operating company. Consolidated financial, distribution and logistics functions into a shared ERP Architecture.
Practice Leader and Consulting Manager

PricewaterhouseCoopers

(Partnership; Accounting industry)

1994 — 1998 (4 years)

Lead many financial process and systems re-engineering, implementation and enhancement projects for clients in the Media, Entertainment and Consumer Goods industries

Built, mentored and managed a professional services team of 15+ associates

Lead the Manufacturing & Distribution ERP Systems Delivery Practice for the NY Metropolitan Region.

Developed the Packaged Software Delivery Component of Summit-D Methodology
Corporate Controller and Chief Accounting Officer

CARCO Group, Inc.

(Information Services industry)

1988 — 1994 (6 years)

Handled all financial reporting, planning and analysis for P&L, Balance Sheet and Cash Flows

Applied business and economic insight and foresight to create long-range plans, forecasts and performance goals – including growth targeted investments and profit enhancing cost-controls

Maintained all shareholder, banking and insurance relationships for treasury, equity, debt and risk management

Maintained audit and tax relationship with independent accounting firm

Built, mentored and managed the finance and accounting team

Successfully completed several acquisition due diligence and post acquisition integration projects

Selected and managed the implementation of financial systems

Gary Jacobs’s Education

Media Management - NYU

2009 — 2009
MBA - Adelphi University

MBA , 1990 — 1991
BS, Accounting - SUNY

BS , Accounting , 1984 — 1986

Activities and Societies:

WCVF Radio - DJ/Host
Electrical Engineering - U-Mass

Electrical Engineering 1982 — 1984

Activities and Societies:

Ski Team
General Manager - WATC Radio
Treasurer - Student Board