MBA, CMA, CPA (Inactive), SS-Green Belt
SUMMARY
Experienced global accounting and finance leader successful in working with all levels of management in reporting, financial planning and analysis, operations accounting, general accounting, and controls in both large and small manufacturing and distribution businesses. My knowledge and experience include:
Financial Statement Responsibility
Global Business Model & Supply Chain
Global Project Management and Leadership
Financial Planning & Analysis
Lean Manufacturing, Strategy Deployment, Kaizen
Product Costing and Performance Based Metrics
Product and Customer Profitability Analysis
Transfer Pricing and Tax Modeling
Internal Audit and SOx Compliance
Executive Management Reporting and Presentations
Policy and Procedure Implementation and Training
Acquisition Modeling, Due Diligence, and Integration
Large Corporation to Small Business Leadership and Hands on
Experience
Business Change Analysis Volume, Price, Mix and Cost Analysis
Operating Leverage Analysis
Deep Understanding of Mfg and Dist. Processes.
. Effective at
Bridging the Gap between Finance & Ops
Highly Effective at Translating Financial Data into Management
Information
PROFESSIONAL EXPERIENCE
Pentair, Corp. Golden Valley, MN 1999 Dec. 2008
($3.5 Billion Diversified Manufacturing Company NYSE: PNR)
Director, Financial Planning and Analysis 2006 Dec. 2008
Reported to the Senior Vice President of Financial Planning and Analysis. Managed planning and analysis process, reviewed and analyzed business performance, and consolidated reporting for Divisions and Segments ranging from $600 million to $2.4 billion in sales. Acquisition modeling, due diligence, and integration. Global manufacturing and supply performance analysis and reporting. Strategic planning, budgeting, and forecasting. Segment consolidation and close. Inter-company sales and margin forecasting.
Coordinated the integration of a $400 million joint venture.
Developed and implemented standard performance metrics and reporting for 40+ global manufacturing locations. Key tool used by COO and Global V.P. of Operations.
Developed and improved analysis and reporting tools in the areas of volume, price, mix, and cost change modeling (i.e. causal analysis). Also developed an operating leverage analysis tool.
Partnered with manufacturing leadership to develop and initiate plans to reduce manufacturing and distribution square footage by 1.1 million sq. ft., streamline locations by 15%, and trim annual labor & overhead costs by $50 million while supporting growth.
Completed projects that reduced costs 15% - 30+% through consolidation of resources, reduced transportation costs, leveraging lower tax jurisdictions, and/or transition to best-cost countries.
Identified costs and risks which prevented flawed projects from being implemented.
Director, Management Accounting 1999 2006
Reported to the Senior Vice President - Corporate Controller. Developed and implemented key business metrics and standardized analysis tools used to monitor business performance. Managed corporate accounting policies, procedures, and guidelines for eight global Divisions and 20+ Business P&Ls. Monitored key working capital balances and provided guidance on reserve policies and requirements. Monitored and provided guidance on the standard costing / product costing process globally. Supervised the Corp. Management accounting staff. Directed the activities of operations accounting staff at the businesses globally.
Streamlined reporting and improved management communication by implementing standardized policies and reporting. This also simplified internal and external audit processes and reduced auditing expenses.
Improved material cost reductions by 280% or $15 million during a period of commodity inflation by implementing software to track global spending by commodity and parent company of the supplier.
Improved a significant product lines profitability by 12% among other successes through developing and implementing a product line and customer profitability analysis (Water Fall) tool.
Implemented analysis tools and processes key to getting a $1.1 billion segment back to profitability.
Increased inventory cycle counted from 30% to 65% globally by working with businesses to implement cycle counting policies and procedures. This improved inventory accuracy and reduced costs associated with year-end physical inventories.
Developed and implemented global SOx compliance process. Successfully implemented SOx compliance in nine months for 2003 year-end.
Improved key administrative processes, such as capital expenditure approval process and divisional data reporting to corporate through kaizen events.
Filled key management roles (V.P. Finance and Director of Internal Audit) temporarily during periods of management transition. As Director of Internal Audit implemented new tracking software and presented audit results to board of directors.
DataCard Corp. Minnetonka, MN 1994 1999
($350 Million Credit Card and ID Card Processing Equipment and Software Company)
Business Unit Controller
Promoted twice in three years, from Cost Accounting Manager to Business Unit Controller, High Volume to Business Unit Controller, International. Responsible for P&L, balance sheet, cashflow, forecasting, and month-end close. Reviewed, approved, and tracked hardware and software product development programs.
Developed and implemented operations metrics and product costing for build-to-order products in a $350 million company.
Improved forecasting analysis and developed volume-price-mix analysis tools for a $100 million business unit.
Hoffman Engineering Anoka, MN (Electrical and Electronic Enclosures) 1991 1994
Supervisor of Manufacturing Accounting
Responsible for operations budgeting, forecasting, product costing, and performance measurements for a $250 million manufacturing and distribution business with five plants and 1,000+ hourly employees. Analyzed performance against budget and forecast. Managed LIFO inventory reserves.
The Toro Company Bloomington, MN (Lawn & Garden Equipment Manufacturer) 1985 1991
Plant Controller
Managed accounting and IT functions for a manufacturing facility with a $20+ million operating budget and 250+ employees. Promoted after two years as Associate Manufacturing Accountant. Prepared annual budget and quarterly projections. Monitored and reported plant operating results.
EDUCATION & PROFESSIONAL DEVELOPMENT
MBA Finance and Marketing University of Minnesota, Minneapolis, MN 1989
B.S. Accounting University of Minnesota, Minneapolis, MN 1986
B.S. Business Admin. & Minor Computer Science Winona State University, Winona, MN 1984
CMA Passed CPA and CMA Tests on the First Sitting
CPA (Inactive)
Six Sigma Green Belt
Pentairs Executive Development Program. Program reserved for high potential employees.
30+ Hours of CPE Annually to Maintain CMA
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