| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidateCandidate's Name
Street Address Street Address
West Palm Beach, FL Street Address
Cell PHONE NUMBER AVAILABLEJuly Street Address CurrentSELF EMPLOYED Real Estate Licensed in Florida. January Street Address June 2008GST AUTOLEATHER, Inc. ($900M processor/manufacturer of leather products for automotive seating and trim)Vice President Finance primary responsibility and focus over the past 14 months -China Operations Key initiatives: Assisted the management team with closing plants located in Maryland (1) and Pennsylvania (2) shifting the business to start-up operations located in Mexico and China. This included winding down the US plant operations and setting up the MRP System (JD Edwards) for the Mexican Plant operations. It also included relocating the Corporate Office in Hagerstown (Maryland) to Southfield. Lead role over the past 14 months was to get the China foot print in place and running including: o Obtaining China business licenses -Manufacturing WFOE, Trading WFOE and Shanghai Branch Office license.o Negotiating with China domestic outside processors, suppliers and customers. o Adhering to China statutory requirements including: reporting (PRC Government Agencies), customs (import/export of goods and export/domestic sales), foreign exchange (global receipts/payments), taxes including VAT and duty, capital requirements, record keeping, etc. o Maintaining banking relationships.o Negotiating with local China tax officials and SAFE (State Agency Foreign Currency) seeking approval for transfer pricing to reimburse GST US for raw materials, technical support and services.o Staffing the branch office in Shanghai as well as plant operations located in Shanghai and Zhongshang - (director of finance, 2-plant controllers, 3-cashiers, financial analyst, cost analyst, 3-import/export employees, director of IS, 5-accountants, and a director of PP&L). o Day to day financial activity including reviewing, analyzing and reporting of processing and manufacturing operations opportunities, risks, efficiency, yields, costs, etc. August 2004 January 2005GKN Sinter Metals (Manufacturer of powder metal parts- forging, sintering and machining) Tier 1 Automotive Supplier - Global Sales $800 million Vice President of North American Financial Planning and Analysis Provided analytical review for Senior Management and supported Divisional Controllers in reducing cost and improving profitability with the primary focus on North American Operations -3 divisions and 12 plants - Reported to Senior Vice President Finance - Global Forging and Sinter Metal Operations Key initiatives: Championed pulling together a global strategic plan for GKN Sinter Metals that was presented to the Senior Management of its parent GKN; Provided financial support and leadership to operations management focused on strengthening processes and controls necessary to reduce spending and improve: operating efficiency; quality; material flow; and financial and operational reporting. Other areas of concentration include maintenance spending (TPM), subcontracting costs, sorting costs, overtime, premium freight, and scrap reduction initiatives; and Worked closely with the information systems staff to standardize systems, reports and processes. April 2003 August 2004Guide Corporation (Manufacturer of GM headlamps and tail lamps) Tier 1 Automotive Supplier - North American Sales $500 million Corporate Controller - operational controller responsibility for 3 manufacturing locations reported to Francis Corby (Senior Vice President Finance)Key initiatives: Managed 3 plant controllers and 4 financial analysts at the corporate office; Supported plant management in driving breakthrough initiatives reducing operating costs by $10 million in 2003 ($30 million annualized); Assisted in developing and implementing key operational metrics along with driving the setting of stretch targets; Improved the integrity and timeliness of accounting and statistical data; Enforced compliance with policies and procedures necessary to safeguard assets and support a robust system of internal controls; Provided financial recommendations enhancing management decisions and action plans based on: causal analysis of variances; make/buy analysis; product cost and profitability analysis; lean manufacturing savings; and capital investment analysis. Assisted management team in resolving customer (tooling) and supplier commercial issues; Championed a bottoms up budget for 2004 driving action plans and initiatives necessary to reduce each plant's cost structure; Supported operations management in significantly reducing inventory shrink by driving daily exception reporting, root cause analysis and implementation of corrective action; Supported senior management in improving cash flow by working with the plants to reduce inventory levels, eliminate waste and improve operating efficiency; Assisted senior management with a reorganization at the corporate office reducing waste including the elimination of 78 positions resulting in an annualized savings of $13 million; and Provided leadership and support helping plant management in Monterrey Mexico with significant growth resulting from major new product launches and business shifts. November 2001 April 2003GDX Automotive (Division of GENCORP)Tier 1 Automotive Supplier - North American Sales $470 million North America Operations Controller Reported to Director of Finance and General Manager of North American OperationsResponsible for overall management of the financial, accounting, and information systems activities for five North America manufacturing plants with five direct reports plant controllers - and 35 indirect reports plant accounting staff - including: Analyzing and reporting operating performance Managing, tracking and forecasting cash flow Establishing financial policies and procedures Developing a competent cost effective accounting operation Financial analysis of capital projects and plant spending requirements Financial planning and analysis Internal controls Safeguarding Plant Assets Driving cost cutting initiatives to eliminate waste and improve performance Supporting, tracking and initiating lean manufacturing projects Cost Accounting including ownership of bills of material and engineering changes Product pricing analysis and support Provide financial support for the General Manager and the plant senior leadership teams Provide financial support to resolve customer and supplier commercial issues Accounting and Manufacturing SystemsKey initiatives: Recruited and trained three plant controllers at remote locations along with reorganizing and strengthening accounting personnel at all five plants; Supported aggressive lean manufacturing cost cutting initiatives helping to improve net operating performance $18 million year over year; Revamped both financial and operational reporting producing timely and detailed action critical reports; Championed the implementation of MAPICS and IFM software standardizing the plant accounting process and improving the integrity of the accounting data; Developed product costing activity providing causal analysis and platform profitability; Designed and implemented cost control system to monitor, track and reduce plant overhead spending; Developed the reporting of key performance indices as well as a comprehensive monthly operations package; Championed revamping the product pricing process helping to negotiate the award of 4-new programs; Completed a thorough balance sheet clean-up at all five plants along with improving cash flow by reducing accounts receivable days sales outstanding and supporting plants with inventory reduction initiatives; Established, updated and implemented accounting policies and procedures including new guidelines for capital spending; Identified operational control weaknesses putting the necessary discipline in place to strengthen controls for: inventory management, scrap tracking and reporting, receiving, shipping, production reporting, purchasing, etc.; Ensured that the system of internal controls was in compliance with Section 404 of the Sarbanes-Oxley Act; Cleaned up and revised the accounting for company and customer owned tooling to ensure compliance with EITF 99-5; Supported sales staff in putting closure to several open (aged) commercial issues (recovery of tooling costs, pricing discrepancies, quality issues, financial planning volume issues, etc.); Provided prompt resolution of several Customer and Supplier aged open financial issues; Championed a 5-year strategic plan identifying future availability of plant capacity and re-deployable equipment; Conducted a financial feasibility study resulting in the out source of non-core business and a significant cost reduction; Supported purchasing staff in negotiating supplier pricing and rebates; Supported and challenged plant senior leadership teams; and Active participant of Corporate Management Team. March 1995 November 2001Johnson ControlsOperations Controller General Motors Business Unit July 2001 November 2001 Financial and operational reporting responsibility for nine complete seat JIT plants Nine direct reports (plant controllers) Reported to the Business Unit General ManagerKey initiative balance sheet clean up, supported several major launches, cost cutting initiatives, operational reporting identifying waste, managed supplier issues as well as customer plant commercial issuesBusiness Unit Controller Structures Business Unit (Six Manufacturing Plants Sales $995M) December 1999 July 2001 Financial and Operational reporting responsibility for three Mechanism Plants (power tracks, manual tracks and recliners) and three Metals Plants (steel seat frames, cushion pans and backs) Six direct reports (plant controllers) Reported to Business Unit General Operations Manager with dotted line to NA Automotive Group ControllerKey initiatives: Active participant Reynosa Mexican Plant startup, Metals and Mechanisms foot-print(flexible manufacturing/one piece flow) and sale of Linden TN manual recliner plant to Fisher Dynamics Supported program management, purchasing, costing and engineering costs, pricing, appropriation requests, BASIS, supplier issues, feasibility studies, commercial issues, etc. Mechanism Plants Controller (Lexington/Linden) Sales $550M August 1998 - December 1999 Multi Plant Operations Controller with 24 direct reports Operational reporting, P&L and balance sheet responsibility Supported aggressive cost reduction initiative (identified waste, challenged plant staff promoting performance improvement, championed out-sourcing of secondary operations, championed re-sourcing suppliers, managed supplier issues, championed make/buy feasibility studies, verified lean manufacturing and Six Sigma savings were real) Championed plant customer commercial issues Enforced discipline necessary to support operating controls Supported plant staff and corporate staff with financial and operational information necessary for decision making Active team participant related to new product launches Reported to General Manager Mechanisms Business Unit Key initiatives: Supported customer commercial issue resolution: Lear, Magna, OEMs and JCI JIT Championed BE/T300/JX cost walk with Chrysler Costing and Chrysler Engineering(PT-Lexington, Recliner-Linden, Frames-Athens, M-slides - Mexico) resulting in a price increase of $61.31 per vehicle set ($31M over remaining life of program) Championed NS price(Magna/Chrysler) increase for aluminum economics Championed resolution of supplier issues: pricing, economics, volume rebates, pricing rebates, charge backs, freight, out/in - source, re-source (e.g.; MIG, Brosco, Toyo, Orchid Stamping, Anson Stamping, Excello, JCI China Joint Venture, etc.) Assistant Business Unit Controller - MechanismsMarch 1995 July 1998 Dotted line responsibility for six plant controllers reporting to BU Controller Active participant - Outsourcing of stampings, Vincenes closure sale to ERG, Ann Arbor closure and business shift Lexington plant, Georgetown Ranger Program business shift Championed collection of $1.5 million in premium freight from Ford negotiated based on - planning volume versus customer releases versus customer pull analysis October 1989 - March 1995Kasle Steel CompanyCorporate Controller (P&L, Balance Sheet and Cash Flow responsibility) Tier 1 Automotive Steel Processor with 4-plants (stamping, blanking and slitting) Financial and operational reporting, cost reduction feasibility studies, daily dominion of funds reporting to lead lender, costing and pricing, etc. January 1982 October 1989Michigan Energy Resources CompanyDiversified public (SEC) holding company natural gas distribution and exploration, steel casting company, broadcasting and cable television. Assistant Treasurer (July 1987 October 1989) Director of Audit - dotted line to Board of Directors (January 1982 June 1987) July 1979 January 1982Allen Industries (Division of Dayco Corporation)Division Controller(Tier 1 automotive trim supplier with 3 plants)June 1978 July 1979Touche, Ross and Company - Certified Public Accountants Staff auditor heavy manufacturing exposure (Chrysler Assembly Plants and OEM tier 1 suppliers) Passed CPA exam.January 1975 June 1978Cadillac Motors (General Motors Corp.)Cost Accountant Experience: Factory Analysis Department and Cost Estimating Department. Education:MBA University of Detroit -1979B.A.-Accounting Wayne State University 1975Personal: Married; three childrenExcellent healthHighly Motivated with Entrepreneurial Spirit |
