To secure an executive level Finance position in a dynamic, growing company with a functional Executive Team.
Terie G. Ellis, CPA
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CAREER OBJECTIVE
CFO/Controller position in a progressive, dynamic, innovative organization.
Seeking to invest time and energy into executive and work teams who are striving for excellence.
SUMMARY
One year consulting primarily with an international natural foods manufacturing and distribution company.
Three years as Senior VP of Finance/CFO for a mid-sized ($400 million gross revenue) chemical manufacturing company.
One year consulting for an investment firm on their turn-around fruit packing company.
Seven years first as Director of Corporate Planning and Audit and then Finance Director/VP of Finance for a mid-sized ($300 million gross revenue) food manufacturing company.
Ten years as controller for a small ($5 - $6 million gross revenue) construction company.
Five years varied public accounting experience in agriculture, manufacturing, wholesaling and mining.
PROFESSIONAL EXPERIENCE
Golden Temple of Oregon LLC, Eugene, OR (2008 to 2009)
Consulting as Director of Finance and Accounting
Natural cereal and tea manufacturer and distributor with operations in Oregon and Europe. Consulting assignment following acquisition of European companies and implementation of ORACLE.
•Developed Finance team of fifteen people
•Implemented corporate governance, policies and procedures to pass controls audit
•Introduced consolidated reporting for all entities
REC Silicon Inc, Moses Lake, WA (2005 to 2008)
Senior Vice President of Finance/CFO/Corporate Officer
Silicon and specialty gasses manufacturing company with plants in Washington and Montana and $400 million gross sales. World’s largest silicon producer for solar and largest producer of silane gas. Norwegian $1 billion gross revenue solar energy parent.
•Responsible for company Finance team of twelve people
•Acquisition accounting for and assimilation of Montana facility and Finance team
•Transition from U.S. and Norwegian GAAP to International Financial Reporting Standards (IFRS)
•Initial Public Offering on Oslo exchange
•Process and internal control documentation and improvements to meet Oslo exchange requirements and U.S. audit expectations
•Contract analysis and technical accounting determination and memo writing
•Accounting for $1.2 billion expansion project
•Analysis of and accounting for on-going capital projects of $50 million each year
•U.S. tax strategic planning and compliance
•Organizational structure (from tax perspective) to support international growth objectives
•Executive team member
Holtzinger Fruit Company Inc., Yakima, WA (2004 to 2005)
Consulting as Controller
•Working for Intercorp Capital of Seattle, WA to turn around the financial position and operations of a long time family owned fruit packing company
•Implemented consistent financial and management reporting practices for the first time in the company’s history
•Implemented budgeting and forecasting
Tree Top, Inc., Selah, WA (2000 to 2004)
Vice President of Finance and Administration --- Ingredient Division
Food manufacturing company with $100 million gross sales. Ingredient Division had 3 plants and sales
to 20 of the 25 largest global food companies.
•Responsible for division Finance team and functions
•Led the divisional budgeting/ forecasting process
•Identified redundancies and inefficiencies, reduced personnel from 4 to 2 in accounts payable and eliminated one position in the IS department resulting in annual savings of $125K
•In cooperation with Operations and Sales, improved inventory turns from 2/yr to 4.3/yr
•Responsible for leading division’s strategic planning and ideation sessions
•Division Management Team member
•Worked with Sales and Operations to reduce out of specification production and rework, resulting in a net savings of $600K annually
Tree Top, Inc., Selah, WA (1997 to 2000)
Corporate Director of Planning and Audit
Food manufacturing company with $400 million in gross sales.
Planning
•Responsible for directing the annual budget and quarterly forecast processes
•Led the company to a full implementation of the strategic plan
•Developed a balanced scorecard reporting format to establish and track progress toward the strategic plan. Developed benchmarked goals and objectives.
•Responsible for reviewing all capital spending proposals and for directing the capital budget process. Worked closely with Plant Operations to determine priorities.
Internal Audit
•Brought in to establish the Internal Audit Department
•Set up the risk assessment process, the auditing procedures and reporting formats. The focus was more on operations than on traditional financial audits. The goal was to add value by performing management consulting services whenever feasible.
Special Projects
•Responsible for special projects as needed
•Involved in the analysis of acquisition proposals and the assessment of the ultimate success or failure of those investments
•Reported status of special projects to the Board of Directors
NUPAC/Pack and Company, Kalispell, MT (1987 to 1997)
Controller
Ready-mix concrete and asphalt and gravel mine. Underground utility contractor. Produced and sold
products in the retail market. Performed large and small private and governmental contracts.
Accounting
•Set up the accounting system and the job-costing system. Provided costs by job, employee and piece of equipment.
•Calculated progress payments for subcontractors and submitted monthly percentage of completion payment requests on large government contracts.
•Responsible for all financial reporting, budgeting and management information systems.
•Responsible for cash flow forecasts and pro-forma profit and loss statements.
Administrative/Compliance
•Responsible for all compliance issues for the company. Set up the safety program and the compliance programs for state and federal regulatory agencies.
•Set up and ran the human resource programs.
•Responsible for all administrative function of the company
•Worked directly with insurance carriers, bonding agents, the outside accounting firm and the attorneys.
Perkins, Harrison & Caratan, San Francisco, CA (1985 to 1987)
Field Supervisor
•Supervised staff and overall engagements for special forensic accounting assignments. Clients were attorneys needing services to develop their court cases.
•Gained both agricultural and manufacturing experience
Coopers and Lybrand, Spokane, WA (1982 to 1985)
Audit Department – Tax department during 1985
Gained strong experience in governmental accounting, manufacturing, mining, wholesaling and construction while working in the audit department. Also worked in the tax department of this large firm and enjoyed being assigned various special research projects
EDUCATION
Golden Gate University --- Enrolled in Masters in Taxation Program – Expected Graduation 2010
Washington State University --- Masters in Business Administration – 2000
University of Montana
Bachelor Degree – Full Accounting Curriculum
Graduated with High Honors – 1982
COMPUTER SKILLS
ORACLE
Best-of-breed approach to meet specific needs resulting in various software products and home-grown
applications:
•Excel, Work, Power Point, Stratum Data Warehouse, Platinum, Infinium Financial Systems, AS 400 Server/NT Networked PC environment
•Libra Software which migrated to Platinum
PROFESSIONAL AFFILIATIONS
Fully licensed CPA in the State of Washington (License #9217)
Past President of the Yakima Chapter of the Washington State Society of Certified Public Accountants
Member of the American Institute of Certified Public Accountants and Financial Executives International
COMMUNITY
Served on the Board of Directors for the Spokane Ballet for two years; responsibilities included that of Finance Director
Accounting Advisor to the First Presbyterian Church in Kalispell, Montana for two years
Yakima County 4-H horse project leader for two years
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