CFO / CONTROLLER
Financial Executive Leader with extensive experience in delivering financial and operational results in retail, transportation, construction and manufacturing environments. Broad-based leadership and management skills applied to organizations from family-owned businesses to Fortune 500 corporations. Passion for developing and implementing strategies that create strong opportunities for growth and increased profitability.
CON-WAY WESTERN EXPRESS, INC. , Buena Park, CA 1998 - 2008
$600 million transportation carrier.
Supervised three managers and three financial analysts and their functional areas of budgeting, finance, credit & collections, weights & inspections, information systems and the office facility.
Initiated and led the Weight & Inspections program that generated an additional $15 - $20 million of top line revenue and bottom line profit for the company per year.
Recognized the need for a better cost accounting system for the allocation of linehaul costs between intercompany components. Led the effort for the overall corporation in changing this costing system, which resulted in over $18 million in savings per year to Con-way Western.
Negotiated the lease and oversaw the remodeling of 30,000 square feet of office space, saving the company over $1 million over the life of the lease. Instrumental in the design and layout of the facility resulting in a more effective work flow, more efficient operations and increased productivity.
SPORTS SPECIALTIES CORP., Foothill Ranch, CA 1995 - 1998
$40 million wholly owned subsidiary of Nike, Inc. engaged in the distribution of sports licensed and corporate headwear.
DIRECTOR OF FINANCE & OPERATIONS
Supervised six managers and their functional areas of accounting, finance, credit & collections, royalties & contracts, information systems and the warehouse operations.
Managed and executed the implementation of a new, full enterprise computer system for the entire company. This included full automation of the warehouse with radio frequency devices, creating a new general ledger, training all personnel on the new software and developing new policies and procedures for the system.
Responsible for negotiating the lease and overseeing the construction of a 160,000 square foot build to suit facility saving the company $1.4 million in lease payments over the next seven years. Instrumental in the design and layout of the facility resulting in a more effective work flow, more efficient operations and increased productivity.
Recognized the need and led the effort to improve customer service performance, requirements and satisfaction. Implementing sales automation software providing sales representatives on-line information and new manifest and labeling software has provided the company a competitive edge in meeting all customer requirements.
Initiated and directed a complete evaluation of the warehouse and formulated new strategies to improve operations. The result was increased accuracy and product flow, streamlined procedures, increased efficiencies, setting performance standards and benchmarks, meeting all customer requirements and reduced errors and chargebacks. This netted the company tremendous cost savings on a monthly basis.
ORCO BLOCK CO., INC., Stanton, CA 1994 - 1995 Privately held manufacturing company consisting of six separate operating plants throughout Southern California.
Responsible for all financial reporting, EDP functions, operational analysis and investment strategies.
Administered and directed the implementation of a new, fully integrated computer system. This included selecting the hardware and software and coordinating between the consultants and programmers in designing the system to Orcos specifications.
Responsible for bringing all financial information, analysis and reporting in house. Designed and implemented a new general ledger, financial statements, budgets, cash flows and other management reports to better evaluate operational activity.
Recognized and corrected cash flow weaknesses caused by the company's accounts receivable collection structure. Created and oversaw the formation of a "collection team" which effectively reduced accounts aging, improved cash flow and lowered borrowing requirements.
SPIVECO, INC. COMPANIES, Anaheim, CA 1992 - 1994
Three separate, privately held companies owned by the same individual.
VICE PRESIDENT OF FINANCE
Responsible for all financial aspects, external reporting, EDP functions and strategic planning for the three companies.
Planned, audited and evaluated the purchase of the third company. Instrumental in the decision to purchase the company and negotiated directly with the consultants and attorneys resulting in a favorable purchase price and payment terms for Spiveco.
Strategized a plan and negotiated with various banks and finance institutions for new corporate financing at higher borrowing limits, lower interest rates and less restrictive loan covenants.
Designed, implemented and maintained a budget for administration and operations. This tool enabled management to better review and analyze office efficiencies and productivity gains.
OMOHUNDRO COMPANY, Costa Mesa, CA 1985 - 1992
Privately held manufacturer in the commercial and defense industries.
Responsible for all financial reporting, general accounting, internal accounting controls, accounting systems and procedures, forecasting, budgeting, tax and cash management, audits and insurance coverages.
Initiated and administered a direct costing system to assist in the bidding process and program evaluation, resulting in improved planning and increased profit margins on the programs.
Identified and examined underlying causes of excessively high workers' compensation costs. Implemented a solution by researching and then directing the company to self insure in a worker's compensation captive program that reduced costs by 25%.
Analyzed, reviewed and evaluated all other insurance policies to ensure adequate coverage at reasonable costs. Coordinated meetings and negotiated with insurance brokers and direct underwriters to reduce insurance premiums by over 40%.
Obtained capital for the company, reduced mortgage payments on the building and improved cash flow by refinancing and restructuring the existing commercial real estate loan.
ARTHUR ANDERSEN & CO., Costa Mesa, CA 1982 1985
Public accounting and consulting firm.
Responsible for conducting audits of clients' financial records and reports in the manufacturing, banking, real estate, health care and defense industries.
Detected and communicated weaknesses in accounting systems enabling the client to reduce errors and waste, manage cash resources more efficiently and increase profitability.
Directed and led internal control audits which evaluated the accounting policies and procedures at the clients we audited. The ensuing recommendations would enable the companies to operate more efficiently, more consistently, improve their day to day processes and reduce the probability of reporting errors.
Responsible for leading year end physical inventories that would identify counting errors, misplaced product and inconsistent warehouse policies and procedures. Coordinated meetings with the finance and warehouse teams to review, implement and ensure there was proper segregation of duties amongst key employees and that solid internal control processes were being followed.
Bachelor of Arts Degree in Accounting with Honors California State Polytechnic University, Pomona
Certified Public Accountant License - CPA 45158