MICHAEL E. EBERHARDT, MBA 16 Murphy Dr. Bridgewater, NJ 08807 908-400-7496 (Mobile) me17bdc80@westpost.net (e-mail) www.linkedin.

com/pub/michael-eberhardt/3/75a/504 Summary: Successful financial professional in multiple industries with signific ant experience at integrating financial and business knowledge to successfully s upport commercial business partners and Finance organization. Extensive backgro und with managing and developing people, leading teams, implementing process imp rovements, providing insightful analysis, interacting with senior executives, an d proven ability to make decisions and set priorities. Demonstrated skills in clude... Financial Reporting Budgeting / Forecasting Problem Solving Business Collaboration Financial Planning Project Management Kraft Foods / Cadbury (2005 - present) (Parsippany, NJ): (Kraft Foods acquired Cadbury February 2010) Director - Kraft Integration of IT, SG&A, and S&T Finance (2010-present): Initiated and led efforts of constantly changing team to integrate roles, proces ses, and costs into Kraft. * Proactively restructured Cadbury cost center structure, and accounting and bud get processes to successfully integrate into Kraft`s reporting / management stru cture. * Generated comprehensive documentation and system training in order to complete transition of job responsibilities. * Completed extensive analysis used to quantify expected cost synergies and rest ructuring costs and initiated subsequent tracking of actual financial impacts of the acquisition. Director - IT, SG&A, and S&T Finance (2009-2010): Led team of 4 colleagues that provided comprehensive financial management of US & Canada commercial indirects ($240M, 150+ cost centers) and North America IT fi nancial management ($43M). * Successfully created organizational and financial reporting structures, stream lined supporting processes, and implemented roles / responsibilities for newly d efined team required to operationalize a 33% reduction in headcount. * Established comprehensive tracking of key cost items and drove rigorous evalua tion of costs that resulted in more accurate forecasting, improved budget target process, and increased visibility of opportunity / risk assessment for business stakeholders and senior finance management. * Successfully designed and executed structure with 3rd party organization based in India to provide direct financial support of IT cost centers and to complete corresponding reporting requirements for global IT organization. Manager Financial Reporting and Control (2006 - 2009): Responsible for US commercial financial reporting ($1.1B in net sales, $.2B in p rofit) while also directly managing indirect budgets ($60M). (Managed senior an alyst) * Generated US commercial financial reporting results and directed planning proc esses with detailed analysis / commentary to Finance leadership team, external a

uditors, senior management, and Global HQ. * Led finance integration efforts to combine US and Canada entities by aligning general ledger account structures and developed revised financial reporting proc esses. * Directed transformation efforts of internal financial system (Hyperion Essbase ) and aligned it with other financial reporting systems (e.g. SAP / HFM), which enabled organization to coordinate all financial planning activities and signifi cantly improve analytical capabilities. Food Channel Finance Manager (2005 - 2006): Provided direct financial management support for Channel Field Sales Team, which consisted of 34 individuals supporting 140 different accounts ($250M in sales, $23M in trade funds, and $16M in indirects). (Managed senior analyst) * Enabled channel implementation efforts to an accrual-based trade promotion str ucture by leading training activities and actively participating in account pres entations. * Documented and initiated financial processes in support of the management of f ront-end rack investments that was utilized by the entire Field Sales and Sales Finance organizations. * Led multiple sales finance process improvement activities (e.g. sales target d evelopment, redesign of trade funds system, creation of channel P&Ls) which incr eased organizational efficiency and reporting capabilities. Schering-Plough HealthCare Products (1999 - 2005) (Berkeley Heights, NJ): Grocery Channel Finance Manager (2004 - 2005): Provided direct financial management support for Channel Field Sales Team, which consisted of 50 individuals supporting 190 different accounts ($360M in sales, $30M in trade funds, and $12M in indirects). * Implemented management structure and supporting business processes which reduc ed Suncare returns by $2M and account trade promotion over-spends by $1.5M. * Created reporting structure for sales and displays that tracked forecasting ac curacy and business performance that resulted in process efficiencies and improv ed management visibility. HQ Sales Finance Manager (2000 - 2004): Led team of 3 individuals who were responsible for providing financial leadershi p and support to entire field sales force and regional sales finance personnel ( $1B in net sales, $100M in trade promotion budget). * Initiated and executed improvements to trade promotion structure / tracking sy stem (Siebel) ensuring compliance with all accounting requirements (e.g. FASB EI TF 14 and 25 rulings, SOX) and legal requirements. * Generated monthly and annual sales targets, secured senior management approval , and administered roll-out of targets to entire field sales force. * Established structure and supporting processes to develop, track, and report a ccount P&Ls that resulted in process efficiencies and increased understanding of customer profitability. OTC Marketing Finance Manager (1999 - 2000): Provided -CFO- support to OTC Marketing organization for all financial matters i ncluding results reporting, forecasting, and budgeting ($200M in net sales, $28M in consumer promotion budget). * Created, communicated, and implemented new processes & financial models, which enabled Marketing organization to more efficiently track and forecast all consu mer advertising and promotional activities.

* Instituted process changes to organization`s LE forecasting process which stre amlined roles / responsibilities and more effectively identified key planning as sumptions * Revised analysis to better quantify returns liability in order to determine ap propriate provision and reserve requirements, which was approved by senior manag ement as well as external auditors. AT&T / Lucent (1990-1999) (Bedminster, NJ): * Business Planning Manager (1996-99) - tracking / forecasting / reporting of bu siness performance * Operations Manager (1994-96) - management of $1B capital (fixed asset) portfol io * Senior Financial Analyst (1992-94) - provided financial support for asset / ca pital management organization * Material Planning Analyst (1990-92) - material planning and inventory manageme nt Education: * Master of Business Administration in Management (Fairleigh Dickinson Universit y - 1997) * Bachelor of Science Degree in Business Management & Administration (Bradley Un iversity - 1990) Computer Skills: SAP, Hyperion Essbase, Microsoft software applications (e.g. Excel, Outlook), Hyperion Fin Mgmt