CFO with a solid track-record in Finance and Accounting. Possess strong leadership skills, with a history of working through change to improve operational performance and shareholder value. Knowledge in financing and banking, acquisitions, start-ups, system conversions, budgeting and planning, operations, cost accounting, internal controls, MIS, forecasting, cash management, manufacturing and internal audit.
BUSINESS EXPERIENCE
NCI Building Systems, Inc., Houston, TX Mar 2007-Jul 2011
A $1.7 billion manufacturer of metal products for the nonresidential construction industry. Listed on the NYSE.
Vice President, Finance
Responsible for the $500 million Robertson Ceco building division. Brought in after the company was acquired by NCI to work with the CEO to drive change and profitability throughout the organization. Manage a staff of thirty employees. Operations throughout the United States and Canada. (Identified as one of the top 30 employees of the 3,600 employee work force that could progress two levels above their current position).
• On the team that worked through the restructuring of the company; which resulted in the private equity firm Clayton, Dubilier and Rice (CD&R) investing $250 million in NCI Building Systems.
• Worked with the corporate tax department to develop a plan to maximize the use of a foreign division’s tax NOL by modifying their legal structure and maintaining consistent transfer pricing policies.
• Enhanced the current “Job Completion” cost report. The report modifications assisted in determining poor performing jobs and gave management an understanding of what corrective actions to take.
• Worked with peer group on closing down four manufacturing plants and re-deployed assets to other operations. Achieved significant headcount and cost reductions as a result of actions taken.
• Restructured the finance and accounting department; brought in “new thinkers” in order for the department to meet the needs of the business. Centralized core accounting functions and eliminated overlapping positions. Cost savings exceeded $900,000 as a direct result of the actions taken.
• Teamed with the Presidents of the business units to help them better understand key operating metrics. Advised them on streamlining their operations to meet corporate goals and objectives, with respect to profitability.
• Developed a new “Detailed Orders Received” database allowing better analysis of current job bookings.
Consulting – Project Assignments Jun 2004-Mar 2007
CFO/Financial Consultant
• Interim CFO for a $45 million fabricator and distributor of Hunter Douglas window coverings. Assisted management with working through year-end accounting and finance issues.
• Consulted with the management team of a chemical manufacturer to raise $100 million in convertible bonds.
• Worked with the senior management team of a $150 million manufacturer of Heat Exchangers through a buy-out and restructuring by the private equity firm Sun Capital Partners, Inc.
• Unraveled financials for a troubled business unit and clarified key business issues for management.
• Consistently proved value and contract was extended from a period of 60 days to a 2-year assignment.
• Acted as interim Corporate Controller and Division Controller while permanent replacements were being recruited. Trained newly hired replacements to ensure clients’ expectations were met.
• Led the general ledger chart of accounts conversion of five operating units utilizing the MFG PRO accounting system.
• Worked with daily cash forecasting templates to ensure sufficient liquidity was maintained.
• Assisted large publicly-traded oilfield service company with internal control matrices for Sarbanes Oxley implementation.
Owner – LLC/Corporation Sep 2002-Oct 2007
Successfully handled all start-up activities, from design and development to construction of an exterior-only car wash. Worked with architects, civil engineers, construction companies, multiple city/county officials and bankers; as well as a political lobbyist during the permitting process.
• Successfully negotiated and secured financing for the project.
• Established lines of credit for capital expenditures and short-term working capital needs.
• Developed business plan and market analysis for discussions with bankers.
• Created presentations for city officials to discuss project plans.
The Expro Group, Houston, TX 2001-2002
Expro is a $330 million international oilfield service company. Listed on the London Stock Exchange.
Vice President, Finance Secretary and Treasurer
In charge of all Financial, Accounting and Treasury activities for the $85 million, 340-employee Americas region. Also responsible for overseeing the MIS and Contracts departments. Managed a staff of twenty-one people.
• Directed the accounting and system support team on conversions of three entities’ financial and operating systems over to Oracle.
• Overhauled the chart of accounts in coordination with the new budget year to produce profit and loss statements by area of responsibility.
• Developed and implemented an internal monthly rolling financial forecast for the region. The report was structured to enable the user to see at a glance how each product line was performing in total and by country.
• Enhanced the accounting department’s image by reorganizing the function and strengthening all weak areas.
Vallen Corporation, Houston, TX 2001
A $400 million, 1,500-employee manufacturer and distributor of safety supplies. Customer base consisted of multi-national corporations, middle-market customers and small businesses. Operations in the US, Mexico and Canada. (After 90 days on the job, I was asked to relocate to the Corporate office in Atlanta, GA. to take on a larger role in the organization. Declined due to family reasons).
Chief Financial Officer
Specifically recruited to complete a fast turn-around on an entity with eroding profits and to consolidate the divisons’ activities. Responsible for all financial dealings of the company. Made an immediate impact by quickly determining what the key issues and problems were within the first thirty days on the job.
• Developed key product profitability reports to isolate where the business was under-performing.
• Sold corporate management on accelerating the consolidation plans for the division from two years to immediate. As a result of this action, cost savings of $700,000 were achieved at the Vallen division within sixty days due to streamlining duplicate functions.
• Restructured the finance and accounting team to better serve the new organizational needs.
• Led the charge on installing consolidation software, which would allow further cost reductions in back office support within Vallen and the whole USA region.
• Managed a professional staff of eight direct reports (including three Controllers) and forty indirect reports.
Weatherford International, Inc., Houston, TX 1994 - 2001
Weatherford is a $2+ billion international oilfield manufacturing and service company. Listed on the NYSE. Developed a reputation as a turnaround specialist by successfully revamping two divisions that were not performing to expectations.
Vice President, Finance (2000-2001)
Responsible for the worldwide financial activities of the $260 million 1,300 employee Gas Compression Joint Venture with General Electric. Managed a staff of ten direct reports, including four controllers and thirty-five indirect reports. Joint Venture activities included: rental, service, spare parts, manufacturing and long-term construction projects.
• Restructured the accounting and finance department. Consolidated duplicate support functions, which generated annualized cost savings in excess of $600,000.
• Implemented monthly financial reviews for all worldwide operations. Significantly improved the respective business units' understanding, with regards to earnings, capital investments, cash management and acquisitions.
• Accelerated the monthly closing process from eleven days to four, allowing the accounting department significantly more time to perform value-added services for operational management.
• Implemented worldwide cash management policies and procedures, resulting in an improvement in operating cash flow above $30 million per quarter.
• Developed monthly financial and operational reporting systems for the senior management team and operating groups. These improved systems allowed the organization to streamline the flow of information and enhanced decision-making capabilities.
• Coordinated with the Division President and the Legal, Tax, Corporate Financial Reporting and Treasury departments on mergers and acquisitions.
• Prepared the economic analysis, along with the discounted cash flow and return on investment projections, for capital investments in customer projects. The analysis resulted in the elimination of low margin projects and improved overall operating margins by more than 2%.
Director of Internal Audit (1998-2000)
Responsible for worldwide internal audit function and the coordination of external audit firm activities for SEC compliance reporting.
• Developed an internal audit function with a focus on cost savings, internal controls, financial reporting and the improvement of operational performance.
• Presented audit findings to the Board of Directors and corporate executive management at semi-annual Internal Audit Committee meetings.
• Created a value-added function by having auditors become experts on a new, globally-implemented computer system. The audit department worked closely with MIS personnel to support all conversions involving accounting and finance. The audit department also provided post-conversion support to entities by training them in month-end close procedures and the customization of management reports.
• Trained departmental staff to look past the financial numbers of a division and understand the intricacies of each operation. As a result of these actions, the audit department’s image was upgraded throughout the organization.
Director of Finance and Accounting - Canadian Division Edmonton, AB (1996-1998)
Directed all areas of Accounting, Finance and Treasury for the Canadian division. Expanded and strengthened the areas of cash management, financial reporting, cost accounting, systems knowledge and capital budgeting during a period of rapid growth. Managed an accounting staff of twenty-three professionals.
• Reorganized the finance and accounting departments; and established a treasury function. Instituted new policies, procedures and operational controls. These actions significantly enhanced reliability and group performance.
• Managed a $75 million line of credit with the Canadian banking group for four separate operating entities during a period of significant growth and business expansion. The business grew from $80 million to $270 million in less than two years.
• Participated in the identification, negotiation, due diligence and integration of six acquisitions valued at over $200 million.
• Developed monthly operational performance reviews for senior management, resulting in a more involved, proactive management team. Improved operating performance was achieved through the identification and implementation of cost reduction programs that stemmed from the reviews.
• Led the management team through a complete conversion of the general ledger and operating system; and successfully provided detailed product profitability reports, along with various customized reports to meet the specific needs of each business unit.
Manager of Internal Audit (1994-1996)
Responsible for the day-to-day supervision and management of the internal audit department and support staff.
• Negotiated a successful third-party freight payment system.
• Analyzed financial and operational data for subsidiary senior management, which generated more than $500,000 in annualized cost savings.
• Performed due diligence work on acquisitions throughout the United States, Europe and Canada.
BJ Services Company, Inc. - Senior Auditor 1991-1994
Browning Ferris Industries, Inc. - Senior Auditor 1990-1991
KPMG Peat Marwick - Senior Financial Auditor 1988-1990
EDUCATION/CERTIFICATIONS
• Bachelor of Arts, concentration in Accounting - William Paterson University, New Jersey, 1988
• Certified Public Accountant - State of New Jersey |
