A Financial Management position where I can utilize my skills and experience to increase company value and streamline operations.
Chief Financial Officer
Business Development ~ Strategic Planning ~ Accounting
Highly-knowledgeable, accomplished Professional with proven success in analyzing and re-directing the assets of fast-growth companies in various industries. Superior team-building and management skills. Strong grasp of current management, engineering, software, marketing and sales trends. Willing to relocate. Additional capabilities in:
• Mergers & Acquisitions • Financial Reporting • ISO Implementation
• Sarbanes-Oxley • Toyota Production Sys. • Military Contracting
• Cash Management • Lean Six Sigma • ERP Implementation
Tanis, Inc. – Delafield, WI 2006-June 2009
Major manufacturer of technical brushes
CFO
Responsibilities:
• Implement strategic planning and operational budgeting process.
• Change financial reporting to meet GAAP standards.
• Implement and maintain an Incentive Stock Ownership Plan for key managers.
Accomplishments:
• Implemented Incentive Stock Option plan.
• Redesigned bonus program to support corporate goals.
• Created Strategic planning process and monthly operational budgeting.
• Implemented Lean Principles in Operations. Took over COO role in November 2006. Currently have four Lean Teams in operation.
• Improved manufacturing gross margin from 18.9% to 33.8%.
• Created and implemented Vendor Managed Inventory programs with major company vendors – led to 10% reduction in cost of key materials and eliminated in-bound shipping costs on those commodities.
• Led outside consultants to create and implement an ISO compliant Quality Assurance System.
• Created and implemented a rigorous Capital Expenditure Authorization and Project tracking system.
Axletech International, Inc. – Oshkosh, WI 2005-2006
Major manufacturer of heavy duty axles for off-road construction, mining, forestry, agriculture and aviation.
Controller – North American Operations – (Acquisition by Carlyle completed. New CFO put in place)
Responsibilities:
• Managed and reported on strategic planning and operational budgeting.
• Prepare books to facilitate acquisition by Carlyle Group, a major private equity firm
• Financial Reporting and Cost Accounting of $145 million heavy manufacturing operation.
Accomplishments:
• Implemented new procedures and policies which significantly reduced mis-posting.
• Converted accounting systems to Lean Accounting.
Triumph Engineered Solutions – Wisconsin, Brookfield, WI 2004-2005
Major manufacturer of Precision Sheet Metal Products for Military Contractors and Ground Turbine Manufacturers such as GE, Siemens, Cessna, and Honeywell.
General Manager/Controller –(Operation sold and moved to Illinois)
Responsibilities:
• Managed and reported on strategic planning and operational budgeting.
• Responsible for the MIS and ERP systems, all financial reporting, cash management and cash flow, and financial and operational analysis.
• Managed Industrial Engineering and Cost Accounting.
• Managed Human Resource functions, union relationships and employee benefits.
Accomplishments:
• Implemented new inspection system to eliminate duplicate inspections and documentation.
• Managed Sarbanes-Oxley compliance project, creating required documentation of all processes.
• Negotiated long term sourcing agreement with major aircraft manufacturer.
• Negotiated long term government contract worth $10 million.
ACE PRECISION MACHINING, CORP., Menomonee Falls, WI 2003-2004
Major manufacturer and overhauller of Turbine Engine Components for Military Contractors and direct sale to DOD such as Honeywell, TACOM and USFPO.
Manager Business Development (Contractor Position)
Responsibilities:
• Managed and reported on strategic planning and operational budgeting.
• Managed major building expansion project, delivering new facility at budget.
• Responsible for the MIS and ERP systems, all financial reporting, cash management and cash flow, and financial and operational analysis.
Accomplishments:
• Implemented plans to reduce setup times by 30% by calendar year end. Achieved goal by end of June. Implemented time standards on set-ups to maintain standards.
• Implemented fixed asset management system and conducted first fixed asset audit, resulting in over $400,000 reduction in personal property tax role.
• Audit of fixed asset led to reclassification of fixed assets for $52,000 in tax savings first year.
• Negotiated long term debt financing for new building expansion and equipment credit lines. Achieved rates on conventional debt below IRB rates with no changes to financial reporting requirements.
BEARING INSPECTION COMPANY, INC., Los Alamitos, California 1995-2002
World’s largest overhauler of bearings used in aircraft and ground-based turbines for FAA certified airlines and military combat and cargo aircraft to Air Force, Army and Navy.
SVP Finance, CFO
Responsibilities:
• Managed and reported on strategic planning and operational budgeting. Prepared monthly/quarterly presentations to the parent company.
• Responsible for the MIS and ERP systems, all financial reporting, cash management and cash flow, and financial and operational analysis.
• Managed all acquisitions and joint venture initiatives and integration.
• Made key decisions on components including alternative sourcing and rationalization of production process.
• Managed contracts with NAVCP, Tinker AFB, Kelly AFB and Philadelphia Naval Procurement.
• Managed Government owned materials inventory and reporting. Managed component traceability requirements.
Accomplishments:
• Implemented integrated Oracle Manufacturing and financial reporting ERP system.
• Implemented Lean Manufacturing.
• Acquired one company domestically; went to offer stage with to other companies, evaluated over 25 companies for acquisition. Was directly involved in the sale of Bearing Inspection to CVC.
• Led start-up of “greenfields†operations in Singapore and South Africa.
• Enabled company to grow 400% with only a 15% growth in inventory, and reduced slow-moving inventory from $1.5 million to $217 thousand, and reducing material purchases by over $1.6 million.
• Improved collection rates for receivables from 75% on-time to over 90% on-time through solving systemic problems in booking and invoicing.
• Facilitated the move of company to an expanded facility in another county while maintaining 100% availability of ERP systems and meeting budgeted shipments.
• Implemented Oracle based ERP system.
EDUCATION
UNIVERSITY OF CALIFORNIA-IRVINE, Irvine, California
Master of Business Administration
FORT LEWIS COLLEGE, Durango, Colorado
Bachelor of Arts in Business Administration
Certified Managerial Accountant
Certified Financial Manager
Lean Six Sigma
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