| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidate Candidate's Name
Street Address PHONE NUMBER AVAILABLE LINKEDIN LINK AVAILABLEEMAIL AVAILABLEFINANCIAL MANAGEMENT EXECUTIVEA results-driven, financial management executive with demonstrated expertise in strategic business planning and analysis, product profitability analysis, general and cost accounting as well as operational leadership. Furthermore, an active business partner who pinpoints key business drivers and performs root cause analysis. Recognized as a proactive and collaborative financial leader who interacts across all facets of the business to control costs and drives profitability. In addition, has comprehensive experience directing multi-site operations for large global corporations and private equity group.PROFESSIONAL EXPERIENCEITW GSE, Palmetto, FL 6/2014 - Pres.International multi-plant $150 million aerospace ground support equipment manufacturer and distributor, subsidiary of ITW, a $15.9 billion publicly traded company in the New York Stock Exchange.CFO/Global Division ControllerReports to the President, global P&L responsibility comprised of 2 locations (1 US, 1 Denmark) with revenues of $150 million. Drives the development of the LRP, AOP, and forecast updates. Directs the financial reporting, analysis, and interpretation of financial and operational data, to include product profitability, cost analysis and pricing. Oversees the monthly-consolidated financial statements preparation. Evaluates business cases for capital investments, new product development, and business opportunities. Interfaces with customers, consultants, governmental agencies, external and internal auditors, and corporate management. Ensures compliance to maintain adequate accounting controls to satisfy GAAP, company policies and other regulatory agencies. Direct responsibility for two Controllers, IT Manager, and supporting staff of 7.Business Strategy Implementation Results Organic revenue growth CAGR of 12.7% from 2021 through 2023. Engages in numerous customer and product segmentation activities utilizing ITW s proprietary business management tools (80/20, BSS, PLS, FTB, and USA) resulting in savings of $3.5M. Performs in-depth analysis with R&D, Sales, and Operations to effectively manage the new product funnel which ensures alignment with product roadmaps in support of the organic growth strategy. Key team member, which transferred the manufacturing and sales activities from a UK facility to Denmark and Florida generating on-going savings of $1.8M annually. Active member of team that successfully outsourced cable manufacturing and transferred consumables distribution from California to Florida generating savings of $1.1M annually. Execution of the strategy has driven improvements in operating income from 13.6% to 22.3%.Operational Efficiencies Improvement and Effective Working Capital Management Established monthly process with Sales and Operations to improve forecasting. Conversion/Operational cost reductions resulting in a 240-bps improvement in operating margins. Integral member of the Division s strategic sourcing savings process resulting in $6.2M in savings. Implemented robust credit and collection program reducing past dues >60 days from 6.8% to 1.8%. Worked closely with Procurement and Operations to implement an effective supplier Kanban system, and VMI improving inventory turns from 4 to 6.CORNELIUS, INC., Glendale Heights, IL 2010 2014International multi-plant $500 million beverage dispensing equipment manufacturer and distributor, subsidiary of IMI plc, a $3.4 billion publicly traded London Stock Exchange Company. The business unit was sold to The Marmon Group, a Berkshire Hathaway company with revenues of $7 billion on January 1, 2014.CFO/VP/Division Controller - AmericasReporting to the President, full P&L responsibility for the Americas region comprised of several locations (2 US, 2 Mexico) with revenues of $250 million. Collaborated with senior management in the development of the LRP, AOP and forecast updates. Responsible for directing financial reporting, analysis, and interpretation of financial and operational data, to
include product profitability and cost analysis and pricing. Oversaw the monthly-consolidated financial statements preparation. Evaluated business cases for capital investments, new products development, and business opportunities. Interfaced with customers, consultants, governmental agencies, and corporate management, external and internal auditors. Ensured compliance to maintain adequate accounting controls to satisfy IFRS/GAAP, company policies and other regulatory agencies. Management responsibility for 28 finance and 12 IT associates. Engaged in numerous initiatives related to implementation of pricing strategy, customer segmentation and product rationalization activities resulting in improving the ROS from 7% in 2009 to 21% in 2013. Chaired weekly meetings with Procurement Managers, Lean Manufacturing Engineers, and Value Engineering Engineers to drive cost take-out activities resulting in savings of $2.5 million. Spearheaded the business case to exit the rental business in Latin America resulting in the elimination of 20 positions and closure of 5 warehouses contributing $1 million in annual savings. Centralized accounting and information technologies functions generating annual savings of $400,000. Restructured the distributor inventory-financing program with GE Capital resulting in reduction of payment terms by 8 days and annual finance charge savings of $100,000. Collaborated with Operations and Procurement on make-versus-buy decisions and supplier base rationalization to drive cost reductions on purchased components. Consulted with Sales and Operations to develop sales and operations planning forecast. Coordinated with Treasury and Procurement Manager to hedge material commodities. Managed the hedging of the Mexican Peso to minimize significant currency exchange losses.E-Z-GO, Augusta, GA 2004 2010A $500 million global manufacturer and distributor of golf cars and light industrial vehicles, a division of Textron Inc., an $11 billion publicly traded New York Stock Exchange Company.Division ControllerReporting to the CFO, directed the planning, coordination, and development of monthly, quarterly, and yearly consolidated financial statements. Coordinated with the management team the development of the AOP, LRP, and monthly forecasts. Interpreted operating results, which resulted in cost reduction and margin improvement. Analyzed business cases for capital investments, new products development, and business opportunities. Ensured compliance with revenue recognition and lease accounting reporting guidelines. Implemented new policies and procedures, which complied with GAAP, Sarbanes Oxley, SEC, and other regulatory agencies. Managed 19 associates including Branch Finance Manager, General Accounting Manager, Credit Manager, Collections Manager and Financial Analysts. Created a robust credit and collections process, which reduced bad debt from $1.5 million to $150,000. Transitioned the accounts payables/disbursements and financial reporting function to a Finance Shared Service Center resulting in a headcount reduction of 7 and annual savings of $600,000. Turned around internal controls and compliance environment resulting in clean audit reports during tenure, while prior to arrival, the business unit had been issued a 110-page audit report detailing material weaknesses. Transformed department into a value-added business partner by assigning analyst to functional areas.TURBINE ENGINE COMPONENTS TEXTRON / TECHNOLOGIES, Thomasville, GA 1984 2004A multi-plant $250 million manufacturer of engine components for jet engines and land-based turbines for commercial and military applications, a division of Textron Inc., an $11 billion publicly traded NYSE Company. Stony Point Group, a private equity group, purchased business unit in August 2001, establishing Turbine Engine Components Technologies.Director of Finance (1997 2004)Reporting to the CFO, directed planning, coordination, and development of financial statements for 5 operating locations. Coordinated the preparation of the AOP and monthly forecast updates. Interpreted operating results that resulted in cost reduction and margin improvement. Led the planning, coordination, and management of cash needs with lenders (GE Capital, Wachovia, and PNC). Performed financial analysis related to capital investments, long term agreements and plant closures. Ensured compliance with GAAP, SEC, and regulatory agencies. Oversaw compliance with DOD regulations (FAR, DFARS and CAS). Assisted in the sale of the business and participated in the purchase price accounting process. Managed a staff of 14, including the Financial Reporting Manager, Payroll Manager and Controllers. Established a Finance Shared Service Center eliminating 15 positions realizing $1.0 million in savings. Ensured new ERP (Oracle) system met the reporting needs of the business and sound internal controls. Created an internal control monitoring program that was recognized as a best practice and rolled out to other business units by the parent company.Plant Business Manager, Orlando, FL (1997 - 1997)Plant Controller, Orlando, FL (1989 - 1997)Accounting Supervisor, Orlando, FL (1987 - 1989)General Accountant, Orlando, FL (1984 - 1987)EDUCATIONM.B.A., Summa Cum Laude, Orlando College, Orlando, FLB.S.B.A., Accounting, University of Central Florida, Orlando, FLCAREER DEVELOPMENTTextron s Executive Leadership Program, The American Graduate School of International ManagementManagement Development Program, University of Michigan Business School
CERTIFICATION AND LANGUAGE CAPABILITY
Six Sigma Certified Green Belt (DMAIC Lean)Spanish Verbal fluency and written proficiency |
