FINANCE AND OPERATIONS EXECUTIVE
Successful leading organizations to operational turnaround and profitability in the global marketplace. Strong, well-rounded background in financial management, operations, leadership, and strategic planning. Areas of expertise include:
* Strategic Planning and Development
* Operational Turnaround and Leadership
* Team Building / Management Development
* Business Acquisition Strategies / Logistics
* Lean Manufacturing Champion
* Financial / Union Negotiations
* Communication Strategies
* Finance / Accounting / Cost Analysis
“Driving organizational success with a C3 A2 philosophy:
Communication + Coordination + Cooperation + Action + Accountability = Success”
PROFESSIONAL EXPERIENCE
MARKIN TUBING, LP, Wyoming, New York 2006 to 2009
Manufacturer and value added fabricator of small diameter carbon steel tubing for the automotive and refrigeration markets, with annual sales of $30 million.
CFO / Controller
Recruited as a change agent to upgrade and enhance the management of a tube manufacturer with flat sales and a changing market. Initially led the finance and accounting function; within first three months, assumed additional responsibility for Business Unit Strategy, IT, and Lean Initiatives. Champion of Lean production systems, IT modernization, and team building.
Corporate Strategy and Vision
* Defined and implemented Business Unit strategic framework consisting of a strong cost focus in well defined, tubing-related market niches, differentiating with one specialized product line (Galfan) along with value added operations. Tied cost strategy to tight control and organizational support, aggressive continuous improvement, and sense of urgency.
* Champion of Lean manufacturing as a tactic to drive aggressive continuous improvement. Proposed, designed, trained, implemented, and directed cross-functional lean efforts at two production locations. Drove tangible improvement on the shop floor by implementing 5S, reducing inventory, and cutting setup times.
* Created strategic vision for Markin’s 21st century IT operations. Installed network backbone and process to identify a new business system to support planned strategy of growth and additional remote operations. Identified NYS IEP program to fund assessment of business system.
Operational Improvements
* Negotiated sale of $1.4 million in receivables of bankrupt customers to a third party venture group. Combined with aggressive focus on receivable collections and Lean inventory, these efforts greatly improved cash flow.
* Instituted improved financial reporting and communication of key business metrics to enhance decision-making and drive change.
* Currently leading human resources initiatives to enhance company-wide emphasis on communication, coordination, cooperation, action, and accountability. Driving communication at all levels, including regular presentations to union membership to established company credibility. Championing strategy of aligning incentives to goals and goals to overall strategy.
JEWETT INC. (formerly Ruslander & Sons, Inc.), Buffalo, New York 1989 to 2006
Manufacturer and worldwide distributor of medical devices, specifically, blood bank refrigerators and morgue and autopsy equipment, with annual sales of $13 million.
Principal / Director (1998 to 2006)
Chief Financial Officer / VP Finance (1991 to 2001); Controller (1989 to 1991)
Recruited by the president to turn around this 150+ year-old medical device company on the brink of bankruptcy. Charged with improving margins, cash flow and profitability. Promoted to Chief Financial Officer in 1991, and served as de facto Chief Operating Officer, with responsibility for financial, administration, strategic planning, operational improvements, financial and labor negotiations, IT leadership and employee benefit plan design. As member of the Executive Committee, served as the driving force in the company turnaround and sustained growth and profitability.
Participated in the private equity buyout of the company in 1998, becoming a shareholder and member of the board of directors until the company’s strategic asset sale to SPX Corporation in September 2000. Retained through 2001 to oversee the relocation of the company’s manufacturing operations to the new owner in Asheville, North Carolina. Renamed JEWETT Inc. to JBL Technologies, Inc. and continued as principal, pursuing interests in company acquisition, consulting opportunities and graduate education.
Turnaround and Return to Profitability
* Increased GPM to 36% from 14% in first three years. Identified and increased positive cash flow each year, while reducing fixed costs and improving variable margins via strict control over material and labor components.
* Cut inventory 60%+ by implementing an aggressive monitoring, analysis and reduction program. Reduced number of parts by 31% through consolidation and elimination. Implemented cycle count system with extensive control features that reduced shrinkage and improved inventory accuracy.
* Developed effective forecast and budget process and management reporting system that drove turnaround by focusing executives toward key financial and operating goals while concentrating on core business issues.
Operational Leadership and Team Building
* Designed and implemented five-phase plant redesign and consolidation, resulting in enhancement of cellular manufacturing system and significant improvements in production flow and cycle times and reduced move distances and lot sizes.
* Implemented formalized and focused cross-functional team approach for redesign of core product line and development of new blood monitoring control device.
* Led human resource initiatives including open and proactive communication with workforce, implementing various 401k plans, negotiating favorable union contracts, and terminating defined benefit plan for a one-time cash pickup. Also developed corporate wellness program, tuition assistance program and on-line employee manual.
* Overhauled cost reporting system resulting in accurate product margin data. Developed standard and variable costs and related them to product pricing. Designed concise pricing model, and tied pricing strategy to corporate goals.
* Led IT department re-engineering and consolidation while simultaneously increasing accuracy, timeliness and accessibility of information company wide. Selected and oversaw implementation of both Novell and NT network along with customer relations system that improved internal project management and customer coordination.
* Directed the shutdown of the Buffalo facility and smooth transition of manufacturing to Asheville, NC. Directed phased layoff of all personnel including executives; coordinated production and equipment transfer, terminated all benefit plans, and coordinated public auction of remaining equipment. Identified and selected an outside manufacturer for one specialized product segment.
MARLETTE NATIONAL CORPORATION, Buffalo, New York 1985 to 1989
Treasurer and Corporate Controller
Oversaw financial reporting requirements and banking relationships for an industrial plating company. Negotiated favorable terms on multi-million dollar debt restructuring. Froze and terminated defined pension plan and implemented new plan resulting in one-time cash benefit and reduced future contributions. Consolidated, simplified and reduced costs of all benefit plans. Substantially increased net worth through nonrecurring accounting adjustments.
KPMG LLP, Buffalo, New York 1980 to 1985
Supervising Senior Accountant
Directed the conduct of audit engagements including planning, scheduling, allocation of tasks, supervision of both KPMG and client staff, identification and resolution of accounting and auditing problems, and preparation of financial statements. For last two years served as in-charge accountant for one of the nation’s largest mutual savings banks.
EDUCATION AND LICENSE
STATE UNIVERSITY OF NEW YORK, UNIVERSITY AT BUFFALO, Buffalo, New York
Executive MBA, 2004
Specialized Courses: Strategic Management, Marketing, Market Planning, Sales Force Management, International Business, Operations and Service Management, Organizational Behavior and Human Resource Management.
STATE UNIVERSITY OF NEW YORK, BUFFALO STATE COLLEGE, Buffalo, New York
Master of Science, Industrial Technology (Production Management), 2002
Master's Project: "A Comprehensive Qualitative Approach to Evaluate a Manufacturing Business for Acquisition." Developed a model, based on in-depth research, to identify and evaluate qualitative factors affecting acquisition decisions.
Specialized Courses: Engineering Economics, Operations Management, Six Sigma Principles, Automated Systems, Just-In-Time / Lean Manufacturing, Work Measurement and Project Management
ST. BONAVENTURE UNIVERSITY, Olean, New York
Bachelor of Business Administration, 1979
STATE OF NEW YORK
Certified Public Accountant
INDUSTRY / COMMUNITY LEADERSHIP
Adjunct Professor, Graduate Program, Buffalo State College, 2005 to Present
Courses: Lean Manufacturing, Six Sigma, Leadership, Manufacturing Case Studies, Work Measurement
Instructor, Professional Engineering Exam Review Course, Engineering Economics, 2005 to Present
Chairman/Board Member, Industrial Technology Advisory Board, Buffalo State College, 2004 to Present
Trustee, Nichols School Endowment Fund, 1997 to Present
Founder, CFO Roundtable, 1995 to 2000
Past Treasurer and Volunteer, TWST Swim Team, 1988 to 1998
Past Branch Chairman and Volunteer, YMCA of Buffalo & Erie County, 1979 to 1993
Member, New York State Society of CPAs, 1983 to Present |
