CFO - Controller position in the Constuction Industry
ROBERT W. GITTINGS
7504 Rema Court Las Vegas, NV 89131 Home 702-562-0157
PROFESSIONAL PROFILE
Over 20 years of international senior-level corporate finance experience in the design, development, evaluation, and management of comprehensive corporate accounting, budgeting, financial reporting, financial modeling, tax and MIS Systems. Consistent success in linking accounting with general operations to provide hands-on financial leadership for strategic planning, sales and marketing, purchasing, inventory, production, and distribution. Record of effectively obtaining cost reductions through process redesign and performance management.
PROFESSIONAL EXPERIENCE
BURKE AND ASSOCIATES , General Contractors– Las Vegas, NV August 2008 – Present
Chief Financial Officer / Controller
• Responsible for all financial activities of company
• Established and implemented standardized processes and procedures to ensure compliance, internal control, and efficiency
• Stabilized and refined Timberline software conversion
• Member of Senior Management team and 401K committee
• Management representative on Best Practices committee
• Key leadership role in developing working partnership with Operations Department, Subcontractors and Vendors
SELECTBUILD CONSTUCTION – A BMHC COMPANY – Las Vegas, NV September 2004 – June 2008
Chief Financial Officer - Las Vegas Division
• Divisional C.F.O for $ 450 million plus Las Vegas Division of National, Publicly Traded, integrated construction services company
• Established Accounting and I.T. polices and procedures for existing business to comply with corporate guidelines
• Member of Due Diligence team for acquisition of two large construction companies
• Led Merger and Integration teams in post acquisition transition. Consolidated multiple accounting and IT departments into single source for all business units
• Member of management team to plan and execute start up of five new construction trade business units
• Business sponsor for multiple conversions of legacy accounting software systems to Timberline Accounting and Estimating Software
• Led team that designed and implemented Timberline accounting setup to standardize and integrate14 business units into one consolidated accounting system with separate reporting capabilities
• Implemented and monitored corporate SOX procedures for Accounting and IT departments
• Liaison for Internal audit and outside audit teams
• Designed and utilized effective reporting systems to monitor operational performance at the individual Business Unit and consolidated Division levels. Collaborated with General Managers and President to manage and correct deviations from planned results.
• Built Accounting and IT team from 12 to 65 person department servicing 14 business units in multiple locations
• Managed divisional quarterly and yearly forecast and operating plans
SELF-EMPLOYED November 2003-September 2004
• Relocated to Las Vegas. Attended Graduate school full time and assisted wife with business start-up.
TROY MANUFACTURING COMPANY – Burton, OH August 2000–November 2003
Controller/Officer
• Directed financial and accounting functions for precision machining company
• Presided as head project manager for new marketing program.
• Introduced and established new integrated procedures, including monthly and year-end closing procedures.
• Streamlined and enhanced corporate financial process by modernizing accounting software.
• Spearheaded information system’s project by installing new server and establishing network capabilities throughout corporation.
S.A.S. RUBBER COMPANY (Subsidiary of Yokohama Rubber Company) – Painesville, OH September 1984–August 2000
Treasurer/Controller
• Directed all financial, accounting, reporting, and information systems functions for a rubber manufacturer with revenues amounting to $50 million; advisor to CEO and President on all financial issues.
• Managed all aspects of $`15 million Painesville facility expansion subsequent to corporate sale of Alabama location.
• Conducted and analyzed product line cost study and recommended resolutions to low profitability lines.
• Spearheaded and directed low volume profitability study.
• Boosted division gross profit by 14% through the establishment of quality price breaks and minimum order policy.
• Created and conducted Personal Property Tax presentations to city/county officials resulting in a negotiated 90%, 10-Year Abatement on all production equipment.
• Facilitated startup of new division and incorporated standard costs for each operation and individual product.
ROBERT W. GITTINGS Page Two
• Developed and implemented production reporting systems and efficiency monitoring.
• Reduced raw material inventory by negotiating blanket orders with suppliers and implementing production control procedures.
• Ascertained yearly Personal Property Tax Abatement compliance and preparation of annual reports.
• Instituted separate financial statement reporting entities and appropriated shared cost centers for two operating divisions.
• Determined sectional profitability by corresponding income statements and establishing three industrial manufacturing zones.
• Served as information technology project manager and insured the implementation of cost effective, high performance, state-of-the-art technological ERP software solution.
• Managed project lifecycle development, from initial documentation, analysis and conceptual design through implementation, enhancement and training.
Controller
• Managed financial allocation of plant operations with revenues amounting to $30 million.
• Directed local and off-site managerial staff, which included Purchasing and Human Resources
• Prepared cost and profitability reports to determine viability of three major product lines.
• Implemented capital expenditure, manufacturing monitoring, and production/marketing strategies.
• Generated strategic planning and reporting for corporate management.
• Rejuvenated profitability at Alabama operations within eight months.
• Decreased unaccountable raw material/compounded rubber “shrinkage†by 80%.
Assistant Controller
• Assisted company controller in processing financial activities including cost accounting, A/P, A/R, general ledger, cash management, budgeting/forecasting, monthly and year-end financial statements, payroll, and capital expenditures.
• Oversaw the transformation and implementation of all functional areas to new accounting system and trained employee base.
• Analyzed and instituted new applications when needed and utilized a parallel system to audit operations.
• Directed computer programmer in the customization of divisional software needs.
• Reduced overhead variance by 90%.
GRANTHAM INCORPORATED – Fairport, OH 1981–1984
Manager, Information Systems & Services
• Managed areas of Accounting, Materials Management, and Computer Systems.
• Assessed existing policies, procedures, and systems to identify inefficiencies and implement corrective action.
• Created and incorporated new processes for general and financial accounting, production reporting, and inventory control.
• Masterminded and installed first completely integrated manufacturing software system.
Production Manager
• Managed inventory control, job costing, and efficiency studies for a plastic injection molding company.
• Directed and scheduled 60 employees for three-shift plant operations.
• Encouraged employees to consistently meet production schedules and profitability requirements through quality performance improvement.
• Established and implemented quality monitoring procedures at operator level and managed a staff of five.
Production Control Manager
• Managed production control for seven departments.
• Scheduled manufacturing and finishing operations.
• Maintained company-wide inventory control.
• Provided new job estimates and cost analysis of existing jobs.
EDUCATION/CERTIFICATIONS
CLEVELAND STATE UNIVERSITY – Cleveland, OH
Bachelor of Business Administration – 1982
Major – Business Economics
Certified Public Accountant: State of Ohio– 1987
U.N.L.V. M.B.A. program – Approximately 50% complete
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