Malcolm Schwartz

Malcolm Schwartz

Malcolm Schwartz

Until his recent retirement from PwC, Mr. Schwartz had been the partner responsible for the consumer products industry management consulting practice in its Eastern Region. He also had led the financial management practice. Previously, Mr. Schwartz was a senior vice president of Booz, Allen & Hamilton Inc., playing lead roles in the financial management, risk and controls, operations management, systems, and telecommunications practices; and had been responsible in the Eastern Region for the financial management services practice and for the administrative management services practice; and had been CFO. Typical consulting projects that he led include:

Revising the organization, processes and systems of a major consumer products manufacturer, resulting in share and service gains, and cost and asset reductions
Reengineering the supply chain -- including demand management and communication, planning and scheduling, operations improvement and supplier synchronization, and strategic sourcing -- for a household products company
Designing and installing a process-based controls approach for a global confectionery and foods company
Mr. Schwartz also has had extensive industry experience, including:
Manufacturing, industrial engineering, and cost control at Procter & Gamble.
Controller, treasurer, industrial engineering management, physical distribution management, and division management positions with International Silver Company, the housewares products subsidiary of Insilco Corporation.
With Westinghouse Electric Corporation, staff vice president for finance and operations of the Leisure Industries Group; and then executive vice president of Longines-Wittnauer Direct Marketing Company, the direct mail division.
Mr. Schwartz also served in the U.S. Navy Civil Engineer Corps, concentrating in public works administration, construction project management, housing construction and administration, and transportation management.

Mr. Schwartz has written and spoken on governance, risk management, internal control, financial management, and productivity; has been an expert witness on industry and organization structure, and on cost management; and has addressed international audiences on controlling investments and productivity, risk management and controls, activity-based costing, and organization design; and has been contributing financial editor to technical journals. At PwC, he developed and led the activity-based costing practice; supported the development of business process reengineering; led the transition integration effort to create PwC from two separate firms, was one of the principal authors of Internal Control - Integrated Framework (ICIF); developed the risk assessment tools for the In-Control Practice; and developed related training for the for the Audit and Attest Practices. He was on several COSO task forces developing guidelines for using ICIF.

He received a BSE degree with honors from Princeton University, majoring in civil and general engineering, and was elected to Phi Beta Kappa. Also, he won the Class of 1883 English Prize for Freshmen in the School of Engineering. His undergraduate thesis was on “The Competitive Bid Construction Contract.”

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