QUALIFICATIONS PROFILE

a Goal-oriented, dedicated and accomplished financial professional, with progres

sive experience in directing and managing all aspects of the financial organizat
ion including cost accounting, budgeting, analysis and reporting, financial cont
rols, SOX and GAAP compliance, currency management, asset management and pricing
.
a Strong and decisive leadership qualifications, combined with excellent analyti
cal and organizational skills and proficiency in delivering analysis, reports an
d recommendations to drive the organization toward sustainable profitable growth
a Outstanding communications and customer service skills with the ability to man
age multiple customers and responsibilities
a Analytical and skilled individual; extremely competent in identifying and dev
eloping new business opportunities and managing customer relationships
a Proven ability in supervising effective teams to efficiently oversee daily ope
rations and improve workflow, efficiency and accuracy.
AREAS OF EXPERTISE
a Financial Reporting a Application of GAAP a Sox Compliance
a Budgeting/Forecasting a Internal Controls a Asset Management
a Cost Accounting
a High Degree of Integrity a Profit & Loss Management
a Strong Business Acumen a Team Building/Mentoring
PROFESSIONAL EXPERIENCE
OSRAM SYLVANIA 1973-7/2009
The company is a world leader in the manufacture and distribution of lighting pr
oducts. It has annual revenues of $5B, employs 49,000 employees, and operates 49
manufacturing locations in 19 different countries.
OPERATIONS CONTROLLER 2007-7/2009
Report to the CFO, responsible for integrity of financials, internal controls, b
udgeting, monthly reporting of results, presentations to senior management, plan
t compliance, interface with external auditors, and external legal entity report
ing for the Juarez operations. The plant manufactures lamps for three different
divisions and employees more than 700 with annual revenues of $100m and assets o
f $20M.
Key Accomplishments:
* Built an infrastructure to support planned business unit expansions by managin
g a cross-functional team to implement SAP for Mexico legal entity
* Successfully managed $5m plant expansion/product line transfer, completed on t
ime within assigned budget
* Created a technical training program at a local technical university for mecha
nics and technicians to develop their skill levels and to enable them to operate
more sophisticated equipment
* Established culture of strong internal control, by constant communication and
follow up evidenced by excellent audit report
* Successfully executed monthly review of plant performance with weekly follow u
p on corrective actions, improving plant performance by $5M in just two years
* Facilitated quarterly communication meeting with all employees, and implemente
d a pension plan using local laws at no additional cost to plant, decreasing emp
loyee turnover by 22%
* Improved the quality of inventory by conducting monthly review of slow moving
and obsolete inventory reducing the percentage of slow moving, and improving inv
entory turns from 6.5 to 8.5
* Lead process improvement teams generating annual savings targeted at 5%.
CONTROLLER & OPERATIONS MANAGER 2001-2007
Reported to the CFO, responsible for managing and directing all aspects of the f
inance and supply chain departments for the Display Optic Division, one of five
operating divisions within the company. The Display Optic division manufactures
and sells specialty lighting products for use in live theater, film making, cine
ma projection, semi conductor chip manufacturing, and medical applications, the
division employees 300 with annual revenues of $90m and assets of $20M.
Key Accomplishments:
* Recruited staff for the newly created division, Finance and Supply Chain depar
tments; implemented report metrics, cockpit charts and operating procedures to e
nsure attainment of business objectives
* Developed the forecasting procedures and manufacturing scheduling procedures a
long with weekly performance metric that decreased total supply chain by 5 days
* Improved profitability for the division, grew sales revenue from $42M to $90M
and EBIT from 8.2% to 14.7%
* Established a Product Group Team accountable for allocating R&D resources for
new products vs. product improvements using weighted average financial metric to
prioritize projects and gate reviews to continue or stop projects, improving ne
w product sales to 40% of total sales
* Established competitor product benchmarking program based on quality, performa
nce and cost then used the data to develop pricing strategy resulting in multiye
ar deals with average price increase of 5%
DIRECTOR OPERATIONS ANALYSIS 1994-2001
Reported to the VP Corporate Finance responsible for corporate financial policie
s, corporate costing systems, approval of capital investment proposals, and proj
ect accounting for R&D and equipment development activities, the company employs
more than 10,000 with annual revenues of $2500m and assets of $900M.
Key Accomplishments:
* Led finance team to integrate German parent costing systems into NAFTA operati
ons
* Implemented an on line approval system, quarterly project review and annual po
st audit analysis for all capital projects reducing the number of flops by 20%,
(a flop is a project more than 15% over budget and/or more than six months late
)
* Developed and implemented new corporate wide transfer price methodology for co
mponents and finished products
VARIOUS POSITIONS OF INCREASING RESPONSIBILITY
1973-1994
Cost Accountant / Plant Accountant / Manager Financial Analysis / Director Acqui
sitions and Divestitures
EDUCATION AND TRAINING
Bachelor of Arts in Business Administration, Westminster College
Graduate Studies, Gannon College
Professional Development Courses (Sponsored by Osram Sylvania)