Financial leadership for a growth-oriented company
Financial professional with several years of business experience in leadership positions for companies in private industry.
• Strategic business partner and provider of economic and financial analysis to support business initiatives with a proven ability to provide creative solutions to complex problems
• Experienced in high change environments--restructuring, repositioning, downsizing—with expertise in process re-engineering, shared services, and lean
• Strong background in manufacturing process improvement including Lean Six Sigma
• Broad skills in design, development, and management of information systems
• Strong understanding of cross-functional issues and team management
• Skilled in Sarbanes-Oxley requirements and champion of enterprise risk management
AREAS OF EXPERTISE
• Pricing and profitability assessments
• Business process re-engineering
• Lean Six Sigma
• IFRS
• Sarbanes Oxley Section 404
• Financial procedures and controls
• Planning, forecasting, and analysis
• Financial due diligence
• Cash and asset management
• Information technology and systems
• Pricing and control models
• Team management
• Restructuring
• Contract review and administration
• M&A and strategic partnerships
• Strategic planning
• Financial plans and budgets
• Strategic cost management
EDUCATION
Eastern Michigan University
Master of Science in Accounting and Finance, 1982
University of Michigan
Bachelor of Science in Accounting, 1977
CRITICAL LEADERSHIP INITIATIVES
• Provided financial analysis and support for global site rationalization strategies including relocation of production capacity for a major customer to lower cost geos providing significant cost reductions and a platform for future new business opportunities
• Designed, implemented, and managed the SOX process to transform SOX from “checking for compliance” to “the way we do our business” achieving no major deficiencies since section 404 testing began.
• Directed SAP “Go Forward” plan, providing leadership and project management skills to address training, system documentation, and business process re-engineering.
• Team facilitated the Management by Fact problem solving process, resulting in greater productivity and scrap improvements exceeding 35%.
EXPERIENCE
AVIATION SERVICES COMPANY, Houston, Texas July, 2007 – April, 2008
A $1.0 billion leader in aviation services.
Vice-President Finance / Controller
Reporting to the President and leading a staff of eighteen, providing administration and control of effective financial systems and processes.
• Hired financial staff of eighteen for start-up of new facility in Houston in connection with move from the New York City area.
SUPPLY-CHAIN SOLUTIONS COMPANY, Houston, Texas 2002 – March, 2007
A $1.5 billion technology and market leader in printing and supply-chain management solutions. The company is a $500 million unit providing a wide range of outsourcing capabilities to some of the world’s largest companies—in technology, medical devices, communications, retail, and other areas.
Director of Finance-North America
Providing decision support, planning, and control for North America including manufacturing sites in Texas, California, Wisconsin, and Mexico. Organized, staffed, and developed strong finance team to support group finance initiatives in North America, EMEA, and Asia. Reporting to the VP Finance and leading a staff of 13.
• Provided financial analysis and support for global site rationalization strategies including relocation of production capacity for a major customer to lower cost geos in Latin America, Eastern Europe and Asia providing significant cost reductions and a platform for future new business opportunities.
• Established research and analysis teams to support customer pricing and profitability assessments and to evaluate global business development initiatives resulting in new business opportunities in North America exceeding 25% of prior year sales.
• Designed, implemented, and managed the SOX process to transform SOX from “checking for compliance” to “the way we do our business” achieving no major deficiencies since section 404 testing began.
• Implemented shared services for North America accounting processes while reducing headcount by 25%.
• Reduced month-end close cycle to 2 days utilizing lean concepts including value stream mapping, simplification of reporting, systems integration, and reduction of waste.
ROOFING PRODUCTS MANUFACTURER, Dallas, Texas 2000 – 2002
A privately held $1 billion manufacturer of commercial and residential roofing products.
Regional Controller
Joined company as Regional Controller, tasked with the financial management of six manufacturing facilities in the newly-formed $200M Western region. Reported to the CFO and managed 15 direct reports.
• Doubled profitability of the felt paper business through consolidation of production facilities, reduction of SG&A expenses, and improved yield on raw materials.
• Established regional accounts payable processing center resulting in headcount reduction and improved supplier relationships.
• Reorganized and strengthen regional finance team with six new site financial managers over a two year period.
STEEL AND WIRE PRODUCTS MANUFACTURER, Jacksonville, Florida 1999 - 2000
A $1 billion manufacturer of steel and wire products.
Director of Finance and Administration
Directed energies toward the potential sale of this $100M subsidiary. Reported to the President and managed all finance functions for the division including two manufacturing business units. Staff of 10.
• Led financial due diligence efforts for company sale, and assisted investment banking firm in developing an effective marketing strategy for the sale.
• Directed efforts to improve accounts receivable controls and collections for a $15M portfolio, reducing DSO by 16%.
ROOFING PRODUCTS MANUFACTURER, Port Arthur, Texas 1998 – 1999
A privately held $1 billion manufacturer of commercial and residential roofing products.
Division Controller
Streamlined financial organization and strengthened financial reporting and controls for this $100M subsidiary consisting of six manufacturing units. Reported to the President. Staff of 30.
• Restructured and downsized financial organization by 30%, saving $350,000 annually, while increasing effectiveness at all levels.
• Implemented new financial reporting system at six manufacturing locations, enhancing the operational decision making capabilities of the business units.
• Established controls and procedures to resolve internal control issues and dramatically reduce exposure to unexpected accounting adjustments.
ENERGY ABSORBING POLYMERS MANUFACTURER, Indianapolis, Indiana 1996 - 1998
A privately held $250 million manufacturer of energy absorbing polymers and personal protection products.
Division Controller
Hired to lead ERP system re-implementation, and provide financial leadership for the division and two manufacturing sites. Reported to the VP/General Manager; led 10 direct reports at this $50M unit.
• Directed SAP “Go Forward” plan, providing leadership and project management skills to address training, system documentation, and business process re-engineering.
• Secured over $1 million annual cost reduction opportunity and future new product development initiatives by driving the completion of a $5 million capital project.
SUNGLASS MANUFACTURER, San Antonio, Texas 1991 – 1996
A $1.5 billion manufacturer of contact lenses, sunglasses, and other medical devices.
Plant Controller
Joined the $180 million manufacturer of RayBan sunglasses with the challenge to improve systems, controls, and financial reporting, while driving cost reduction opportunities at the newly opened manufacturing and distribution facility. Reported to the General Manager, leading a staff of 15.
• Implemented real time reporting systems contributing to a standard cost reduction of 13.6%, and performance improvements in schedule, inventory, and quality exceeding 40%.
• Team facilitated the Management by Fact problem solving process, enabler to improved business processes, resulting in greater productivity and scrap improvements exceeding 35%.
• Led re-engineering efforts in administrative areas and assisted in key process improvements resulting in positive cost savings, higher quality, better service and efficiency.
AUTOMOTIVE SERVICE EQUIPMENT MANUFACTURER, Conway, Arkansas 1986 - 1991
A $60 million global manufacturer of automotive service equipment.
Division Accounting Manager
Invited to rejoin the company, directing all accounting functions for the division with locations in Canada, France, Germany, Ireland, Mexico, and the US. Reported to the VP Finance. Staff of 11.
• Led “Operation Genesis” lean initiative to improve business reporting metrics including throughput rate, inventory, operating expense, value add / non-value add, lead times, on-time deliveries, and continuous flow.
• Directed analysis to support outsourcing of non-core manufacturing processes resulting in cost reduction, lower capital investment, and reduced tax liability.
• Led analysis of slow moving inventory contributing to a 30% reduction in division-wide inventories.
• Conducted a “make versus buy” analysis of in-house sub-assembly operations leading to the establishment of a maquiladora in Juarez, Mexico.
SPECIALTY CHEMICALS MANUFACTURER, Livonia, Michigan 1979 - 1986
A $60 million manufacturer of swimming pool chemicals.
Accounting/MIS Manager
Hired as a Junior Accountant with steady promotions to Accounting/MIS Manager. Supervised all plant accounting and IT functions. Reported to the Controller. Staff of 13.
• Managed a $200K computer project to integrate all accounting and business systems, resulting in annual savings of $100K.
DIARY, BAKERY, AND SNACK FOOD MANUFACTURER, Livonia, Michigan 1977 – 1979
Manufacturer of dairy, bakery, and snack foods.
Accounting Supervisor
Provided financial reporting and forecasts for dairy, bakery, and snack food plants. Supervised Accounts Payable operations. Supervised staff of 5, and reported to the Controller.
• Developed automated forecasting system to determine profitability of dairy and bakery operations.
CERTIFICATIONS
CMA, Institute of Management Accountants, 1991
CPA (inactive), State of Arkansas, 1991
CPIM, APICS, 1990 |
