Expert Resume/CV

John Murray
5 Autumn Lane
United States


Short Description:

A strategic manager of high integrity and creativity with a 35-year record of consistent success in furthering the goals and objectives of the organization through cross-functional management of strategic direction, policy development, operations, and financial management.  Excellent analytical and interpersonal skills.

Areas of Concentration:
  • Financial Modeling & Budgeting
  • Strategic Management
  • Cultural Development & Management
  • Ethics Compliance
  • Liaison Development
  • Performance Management
  • Financial Planning, Research, & Analysis
  • Regulatory Compliance & Reporting
  • Mentoring & Training
  • Union Relations, Negotiations, & Contract Administration

Town of Acton (1988 – 2013)

Treasurer/ Assistant Town Manager

Managers lead but do not operate in isolation.  Each accomplishment reflects the hard work of citizen volunteers, boards and committees, and staff members. 

  • Financial
    • Acted as Chief Financial Officer, Finance Director, Treasurer, and Tax Collector for the Town
    • Managed finances through four recessionary periods and three expansion periods.
    • Issued over $100 million of bonds and increased the Credit Rating of the Town four levels (A1-AAA)
    • Trustee of the Acton Health Insurance Trust
  • Labor/Employee Relations
    • Policy Development
    • Negotiated 18 Successor Collective Bargaining Agreements
    • Served as Grievance Hearing Officer
    • Participated in Grievance and Collective Bargaining Arbitration Hearings
    • 1st Successful Court Challenge of  Commonwealth of Massachusetts Joint Labor Management Commission Decision
  • Environmental
    • Closure and the reuse of the Town’s solid waste landfill
      • Removal of the landfill from United States Environmental Protection Agency contaminated site listing
    • Solar Power Generation
    • Creating a Solar Farm on the landfill (currently under construction), which will generate sufficient electricity to remove municipal buildings from fossil fuel generation sources.
    • Expanded Recycling efforts
    • Purchased Open Space and Recreation lands
    • Monitored and amended the United States Environmental Protection Agency’s and the Massachusetts’ remediation plans for the Acton W.R. Grace “superfund site”
  • Marketing
  • Redefined citizens as customers
  • Partnered with other municipalities, non- profit organizations and for profit organizations.
  • Developed a Regional Solid Waste Market and saved over $12 million
  • Passage of 12 Property Tax Overrides


Bryant University 1985-1987

  • Associate Professor of Finance
  • Maintained a full teaching load in:
    • Basic analytical skills and principles of corporate finance.
    • Functions of modern capital markets and financial institutions.
    • Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, CAPM, and risk analysis.

Johnson & Wales University 1981-1986

  • Associate Professor of Finance and Hospitality Management
  • Taught Introductory courses in Finance and developed and implemented a capstone course offering for Hospitality Management students. 
  • The goal of the capstone course was to prepare students for the challenges of hospitality leadership.
  • It utilized the case method paradigm and required a class term project, which was presented to a faculty committee of departmental chairpersons. 
  • This single course represented a full semester academic load for seniors and became a graduation requirement

Westin International Hotels – Seattle Washington 1978 -1981

  • Assistant Comptroller – Wailea Maui
  • Participated in municipal impact fee negotiations, management systems development, employee hiring and training, including but not limited to a dedicated CERTA program, and operations management. 
  • The property exceeded all financial and operation goals except during the grounding of all DC -10s in 1979

Sheraton Hotels – Boston Massachusetts 1975-1978

  • Assistant General Manager – Sheraton Chicago
  • General Operations Management, including but not limited to security for both downtown Sheraton Holes and operating with seventeen bargaining units.  Negotiations were conducted on a city-wide basis rather than an individual hotel basis.
  • Financial Analyst – Sheraton Houston & Sheraton Plaza Chicago
  • Financial Analyst Trainee at the Philadelphia and Houston Hotels
  • Masters of Business  - Boston University
  • Baccalaureate of Science – Hotel Administration - Cornell University

Certificate Programs

  • Massachusetts Tier IV Program - JFK School of Government
  • Certificate of Special Study in Management - Harvard University Extension
Professional Memberships / Associations / Societies:
  • International City & County Managers Association
  • National League of Cities
  • Massachusetts Municipal Managers Association
  • Northeast Solid Waste Committee
  • Presidential Appointment to the Mass Municipal Association’s Labor Relations Committee
  • Cornell Hotel Society



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hearing officer, collective bargaining arbitration hearings, organizational behavior, employment and labor policy, improve working lives, contribute to an organization’s success in a global economy, how organizations work, how government fits into the larger society and economy, building and managing productive work relationships, strategic diversity recruiting and retention, internal investigations, finance for nonfinancial managers, coaching managers, coaching municipal managers, coaching financial managers, building successful teams and team leaders, resolving conflict, emotional intelligence, effectively and strategically tackling tough challenges facing labor and management, developing knowledgeable leaders, management that thinks and acts boldly, advancing the interests of management, union and all working people, interest arbitration, contract arbitration, workplace dispute resolution, grievance administration, ethics in labor relations, contact language – making it work for you, effective discipline in a union environment, preparing for collective bargaining, effective collective bargaining skills, effective bargaining strategies, grievance handling, managing effectively in a unionized environment, gasb, governmental accounting standards board, other postemployment benefits (opeb), transparent financial reporting by governmental entities, stewardship of financial assets, stewardship of health insurance trusts, stewardship of employee trusts, fiduciary ethics of employee trusts, financial standards for state and local governments., assessing governmental financial health, budgeting, debt management, transparency, citizen engagement, evidence-based approach to financial assessment, evidence-based approach to governmental service assessment, performance management evaluations, continuous improvement of financial management, continuous improvement of local governmental services, financial management supporting strategic goals, municipal governmental goal setting, municipal governmental service prioritization, municipal taxation, building better communities, managing credit rating services relations with moodys and standard and poors, managing public safety operations, managing public infrastructure, prioritizing improvement needs, developing action plans, reviewing and tracking progress over time, federal government relations, state government relations, municipal government recovery from financial distress, municipal budget management, long-term financial planning, municipal fiscal first aid, budgeting for outcomes, financial sustainability, economic development, financial review of zoning, pensions and benefits, treasury and investment management, trust fund management, financial best practices, municipal government best practices, local governmental budgeting and fiscal policy, municipal government capital planning, retirement and benefit administration, regionalization of government services, financial policy development and measurement, comprehensive risk management, economic development incentive, tax incentives for economic development, financial forecasting in budget preparation, measuring the cost of governmental services, inflation indices in budgeting, pricing governmental services, replenishing general fund balance, financial forecasting in the budget preparation process, constraints of limited municipal financial resources, private sector and governmental partnerships, municipal governmental service delivery, managed competition of governmental service delivery, development of governmental in-house service units to compete with external providers protocols, public awareness of sound municipal financial policy and practice, certificate of achievement for excellence in financial reporting program cafr program, distinguished budget presentation awards program, changing the way public services are provided, incident command system, hazardous material awareness, emergency management exercise design, homeland security exercise and evaluation program (hseep), disaster debris management, disaster debris segregation, federal emergency management administration fema relations, massachusetts emergency management mema relations, hazards, risks, goals and strategies for effective hazard mitigation projects, fema funded hazard mitigation grants, flood hazard management program fhmp, disaster recovery mitigation, solar panel installation of brownfields