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Qualifications For
CFO/DIRECTOR OF FINANCE/CONTROLLER/MANAGEMENT
PROFESSIONAL SUMMARY___________________________________________________
Success-driven C.P.A. and finance professional with solid academic training combined with a broad-based and progressively responsible background in all aspects of corporate financial analysis, control, and planning. Areas of expertise include:
Financial Statements Information Services Business Planning
Cost Analysis Tax Planning/Preparation Banking Relationships
Internal Controls Financial Analysis Risk Management
Capital Budgeting Business Development Equipment Lease Financing
• Possessing a proactive rather than reactive management style, a sound business sense, and a strong corporate aptitude.
• Goal-directed with well-developed communication, organizational, analytical, and problem-solving skills. Proven ability to positively affect bottom-line profitability.
PROFESSIONAL BACKGROUND_______________________________________________
April 1992 - Present
Group Finance Director (January, 2002-Present) for two manufacturing locations (U.S. and a location in Great Britain), comprised of three strategic business units.
Also, responsible for Corporate Credit & Collections for five strategic business units.
* Restructured the strategic business units to achieve target profitability at recession sales levels.
* Introduced additional business segmentation financial reporting to highlight the short-term nature of a scaled-up program, so as to not lose focus on the core business.
* Developed and implemented Credit & Collection procedures and workflow methods in five business units and recruited/developed new credit personnel. Results achieved in a three month period was a net reduction in company-wide credit & collections staff, improved DSOs, and good enterprise workflow.
Director of Finance (July 1998 - January 2002) for two manufacturing locations, comprised of three strategic business units and $60 million in annual sales. Assumed responsibility for the second manufacturing location on January 1, 1999.
* Significant participation in company's installation of ERP (SAP) software.
Professional History continued Page 2
Subsidiary Controller (April 1992 - June 1998), a $45 million industrial product manufacturing subsidiary. Responsible for financial reporting, business planning, financial modeling, internal controls, financial and cost analysis, state tax planning and preparation, and cash management. Scope of accountability further includes credit, accounts payable and receivable, and capital budgeting.
* Financially guided three business units from chronic financial under-performance to levels of substantial profitability.
* Segmented financial reporting to create five business units. Resulted in heightened managerial focus on operating results.
* Instituted direct costing for management reporting.
* Developed financial modeling of major OEM opportunities. Resulted in successfully receiving a multi-million dollar order and meeting business plan financial objectives.
* Reduced month-end close to four work days.
July 1990 - June 1991
Corporate Controller for this $30 million manufacturer. Responsible for financial reporting, business, planning, internal controls, financial and cost analysis, information services, tax planning and preparation, banking relations, and cash management. Scope of accountability further included credit, accounts payable and receivable, capital budgeting, risk management, and payrolls.
* Reduced the month-end close and financial reporting cycle by 50% by improving personnel performance and restructuring methods. Resulted in accurate and more timely reporting.
* Implemented a result-sharing bonus plan and a 401K plan, significant in retaining a non-union work force.
* Prepared the company's first comprehensive business plan which provided management with the financial direction they had been lacking.
* Reduced cost of insurance contracts of 20% per year.
* Assembled and led a team for the internal development of a cost accounting system (66% completed).
January 1989 - July 1990
Controller for this $45 million manufacturer, a division of a Fortune 500 company. Responsibilities included financial and production reporting, business planning and forecasting, internal controls, financial and cost analysis, MIS, credit, accounts payable and receivable, cash management, capital budgeting, and administrative services.
* Increased cash flow by $4 million through improved working capital management.
* Modified/implemented reliable cost accounting month-end close procedure. This resulted in accurate and more timely closing (50% acceleration in management reporting timetable).
* Instituted management reporting.
* Reorganized/reduced staff by 17%.
Professional History continued Page 3
August 1978 - January 1989
Plant Controller (November 1986 - January 1989) for this manufacturer with as much as $150 million in sales volume (total company sales $800 million). Responsible for financial and production reporting, business planning and forecasting, internal controls, financial and cost analysis, data processing, accounts payable, capital budgeting, and purchasing controls.
* Established financial goals, provided business plans, and developed cost management methods for the phase-out of certain plant operations and streamlining of remaining operations. Key player in meeting $4 million cost reduction goal.
* Provided financial and business planning guidance to Operations Managers for the repositioning of a down-sized plant for entry into a new, more highly competitive market. This resulted in advanced identification and resolution of product profitability issues.
* Developed and implemented customer order-entry, plant scheduling, and bar coded production data collection computer systems to support the plant's entry into a new, more highly competitive market.
* Established purchasing controls and procedures for a newly established plant purchasing function, which redirected plant spending to meet targets.
* Reduced annual unionized clerical personnel costs of $840,000 by eliminating work through automation and the improvement of methods (50%), and plant down-sizing (50%).
* Implemented a general ledger system and implemented plan accounting methods.
* Promoted to this position through increasingly responsible assignments:
Plant Accounting Supervisor (February 1984 - November 1986)
Staff Accountant/Corporate Controller's Staff (July 1982- February 1984)
Senior Property Accountant (September 1979 - June 1982)
Property Accountant, (August 1978 - September 1979)
EARLIER EXPERIENCE as Accountant Analyst (February 1977 - August 1978)
ADDITIONAL INFORMATION_________________________________________________
Education: B.S. in Business Administration, 1976
Major: Accounting
Certified Public Accountant, 1983
Associations: Member of Financial Executives Institute (FEI)
Personal: Married; Two Children
Height 6ft.1in; weight 180
References: Given upon request |
