JAMES M. WALLACE
Springfield, Massachusetts 01108
413.657-5448 / 413.363.0748 baileybailman@ yahoo.com
EXECUTIVE-LEVEL MANAGEMENT :
Strategic Planning Sales & Marketing Business Development Operations & Project Management
P&L Management Customer Service Excellence Relationship Building
Communication & Interpersonal Skills Staff Training & Development Team Leadership & Motivation
VP / Finance and Operations 2009-Pre sent
C & W Realty Springfield, MA.
High-profile commercial real estate firm with portfolio exceeding 5,000,000 square feet of downtown Springfield,
Direct team of 11 property managers with high-profile commercial customer portfolios and additional 130 staff
Forge and establish development and roll-out of innovative marketing campaign that maximized portfolio asset
Responsible for spearheading all needed economic changes, operational updates and existing procedures within
the commercial real estate company acting as the Auditor, Accountant and Landlord/ Tenant Negotiator.
Coordinate hiring, training and ongoing professional development of all st aff to best represent the reputation of the
business within the community as the leader for commercial leasing.
Ultimate res ponsibility for retaining relationships with portfolio clients and the key decision-makers wit hin these
commercial entitles to negotiat e profitable cont racts and secure long-term relationships.
Negotiate mortgage refinancing wit h local banks and credit unions and further went on to cultivate and network
within the financial community of downtown Springfield.
Responsible for reviewing reports and det ailing P & L budgets, allocating resources and utilizing my Juris Doctor to
ensure operational compliance with industry and corporat e standards.
Senior Credit/Collections Manager 2007 - 2009
Northstar Recycling Gr oup Springfield, MA
$350 million wholesales broker of recycled paper and plastic products.
Charged with developing, implementing and managing all operational aspects of accounting within credit and
collections department including 8 direct reports.
Reduced over 90 day balance from $2.5 million to $125,000 in six months .
Reduced DSO from 84 to 35 days.
Established and maintained customer credit limit and reduced unaut horized customer deductions by 85%.
Created and implemented credit training curriculum for sales department to minimize bad debt loss through using
stronger screening tactics.
Managed business relations hips by negotiating realistic payment plans with delinquent customers.
Recognized by Senior Management for recovering $3.7 million written off to bad debt.
VP / Credit and Collections, Sales, Leadership & De velopment 2002-2006
Homecraft Industries South Windsor, CT
$300 million home improvement manufacturer, wholesaler, and retailer of consumer goods.
Responsible for management of credit and collections department and aligned day to day operations to meet
organizational goals and client objectives by capitalizing on superior communication through portfolio
Drafted new company retail and wholesale credit application to establish acceptable parameters for customer
credit limits. As a result, revised and refined credit and collection policies and procedures for entire organization.
Established excellent working rapport with sales department and created and implemented credit training
curriculum for their staff to minimiz e bad debt loss through using stronger screening criteria.
Reduced DSO from 93 to 42 days; over 90 day balance was reduced from $3.2 million to $250,000 in 18 months.
Recovery of $4.5 million within three years that was written off to bad debt.
Commercial Loan Workout & Recovery Ma nager 2001-2002
Connecticut Bank of Commerce Stamford, CT
$285 million commercial bank focused on granting commercial lines of credit and comme rcial real estate loans.
Responsible for maintenance of existing commercial clients portfolios monit oring for non-performing assets and
manages and ensures accurate validation of collateral securing the subject debt.
Worked with clients to establish a re-negotiated workout schedule (including during bankruptcy filings) to allow for
the completion of commercial buildings.
When necessary initiated foreclosure of sale of real estate to minimize bank loss exposure.
Maintain external bank relationships with comm ercial real estate brokers, potential publishers (business
development), title and escrow companies, court appointment receivers, property management companies and
firms involved in loan workout situations.
Ensures that opportunities are afforded to staff to develop and maintain their skills at the highest standards
through demonstrating leadership and emphasizing critical and independent thinking skills to provide pers onal
department leadership when needed
Credit Portfolio Manager 1999 - 2001
Spalding Sports Worldwide Chicopee, MA
$300 million manufacturer of sporting goods
Managed a $47 million accounts receivable portfolio comprised of 3200 customer relationships throughout five states.
Adhered to company protocol for delinquent accounts including communicating with all sales staff daily.
Oversaw maintenance of state portfolios of accounts receivables including claims, charge backs, customer inquiries and
Reduced DSO in territory from 86 to 42 with over 90 balance reduced from $2.1 million to $300,000 in six months.
Prepared quarterly cash forecasts for each state portfolio and communicated weekly bad debt reports to upper management.
*Previous employment immediately after graduation included Credit Manager at Roper & Broderick, Inc. (1995-1999).
Boston University School of Law (Boston, MA)
Juris Doctor : Concentration: Corporate, Commercial, and Healthcare Law 1996
Boston College (Chestnut Hill, MA)
B.S: Business Management 1992
Oracle, SAP, Lexis, Westlaw, Microsoft Office, Legacy
ICD-9 and CPT 4 medical billing
National Association of Credit Managers (NACM), Member Board of Directors, Connecticut Chapter
Commercial Law League of America Member (CLLA); American Bankruptcy Institute Member