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Middlebury, IN 46540
Cell (574)-596-3532 Home 574-358-1085

Senior Financial Leader

Dynamic, driven and experienced financial leader, with broad based experience, that included Big 4 public
accounting and private, private equity and publicly traded companies. Im a strong results oriented leader
with financial management and operational skills and the ability to identify problems / opportunities, facilitate
change and design processes to maximize growth and profitability. Committed team players, known for the
ability to teach, select and develop people.

GAAP, IFRS & Cost Process Reengineering Internal Controls / SOX Strategic Planning
Cash Management Systems Implementation International M&A
Risk Management Scorecards & Measurements Treasury / Currency Analytical
Financial Modeling SEC Background Project Management Business Integrations
Budgets / Forecast Operational Oriented ERP Implementations Best Practices

Career Highlights

Seaboard Overseas and Trading Group 2009 2013
A $3 billion commodity merchandizing and grain processing division of Seaboard Corporation (SEB)
Group Finance Director Unga Holding Limited Nairobi, Kenya (2010 to 2013) Responsible for financial
reporting in accordance with US GAAP and international standards, regulatory compliance, currency /
treasury management, IT, board relationships and financial / strategic planning for this $190 million publicly
traded Kenyan company. I led a team of 40 professional people in this CPG and animal feed company.
Accomplishments included:
Re-implemented the existing Baan system to correct a number of integration issues and move the
two companies to a single Baan instance, configuration and reporting structure and eliminating the
need for $125k in duplicate software licenses.
Developed the Groups first Anti-fraud Policy.
Developed tax transfer pricing policies in Kenya and Uganda, working with D&T.
Negotiated a $9 Million (783 Million KES) equipment loan and added an additional 400 Million KES to
the working capital lines with a bank while reducing the collateral held by the bank and eliminating
1.5 Billion KES in Seaboard guarantees.
Successfully negotiated what was in excess of a 1 Billion KES tax claim by the Kenya Revenue
Authority down to an11M KES ($126k) settlement, all of which had been previously accrued.
Oversaw completion of the first ever fixed asset physical inventory, including the reconciliation of the
resulting detail tag listing to the manual supporting detail ledger and then uploaded them into Baan.
Negotiated and coordinated the revaluation of the companies fixed assets required by the borrowing
agreement and for financial statement purposes, under international standards, at a cost equal to
that paid five years earlier.
Coordinated an enterprise risk management assessment project, working with D&T.
Implemented HK strategic planning, goal setting and policy deployment in Finance.
Developed detailed financial analysis models on two major production expansion projects, needed to
support the required CAPEX approval.

Finance Director Seaboard Overseas Ltd. (SOL), Bermuda (2009 to 2010) Responsibilities included
financial reporting, planning, analysis, monitoring currency / commodity risk, accounts payable, credit /
collections, cash management, budgeting / forecasting, payroll, SOX compliance and human resources for
this $1.3 billion commodity trading organization. Accomplishments included:
Redesigned closing processes reducing the close cycle time by 20%.
Sight leader in a Group project to select and design new financial systems.
Coordinated the integration of the new Columbia Trading Office accounting operations into SOL both
from an internal control and reporting standpoint.

Developed an in-depth financial feasibility model, working with the Transportation Team, needed to
evaluate the impact of a proposed strategic project that involved the redeployment of certain vessels
and the purchase of others. This analysis was designed to consider the cost of Ag shipments from
multiple ports of origin and was approved.
Successfully transitioned the financial operations of SOL to the South Africa after the decision was
made to move the commodity trading operations to the Isle of Man.

Haulmark Industries, Inc. Bristol, IN 2005 2009
A $200 million private equity funded manufacturer of trailers and motor coaches
Vice President Finance and Controller Responsibilities included GAAP reporting, process and
organizational design, financial / strategic planning, analysis, accounts payable, credit / collections, cash
management, IT, budgeting / forecasting, payroll, human resources and dealer financing. Led a team of 10
but was involved in all aspects of the operations. Accomplishment included:
Reduced working capital by 70% with a plan to get to zero working capital by the end of 2009.
Led a cross functional team that in nine months successfully designed and implemented a new
standard cost system that was in part responsible for a 43% decrease in raw material inventories.
Drove the conversion to a pull inventory system that reduced finish goods by 59%.
Redesigned reports, forecasting, scorecards, and analysis to take advantage of newly gathered
Established a control environment and developed policies and procedures consistent with SOX.
Worked with sales to help them understand competitor pricing and rationalize pricing structures.

Thermadyne Industries Chesterfield, MO 2001 2004
A $500 million publicly traded manufacturer of welding, cutting equipment and medical devices.
Vice President Finance, Manufacturing Operations (2003-2004) - Responsible for planning, analysis and
evaluation of all the Companys US and Mexican manufacturing operations, driving and explaining results to
senior management. Accomplishment included:
Developed common planning / reporting processes and financial models across the Company.
Redesigned credit and collections policies and processes reducing DSO from 59.0 days to 45.4 days
in six months (past due down $2 million+).
Documented control environments for two large divisions pursuant to the Sarbanes Oxley conversion.
Developed a methodology for divisional measurement and reporting of initiatives which then became
the basis for the incentive program.
Oversaw the moving of TWECO machining operations and the set-up of a distribution and call center
in Texas.
Controller and Vice President Finance TWECO Products - Wichita, KS (2001 to 2003) - Responsibilities
included planning, accounts payable, credit / collections, cash management, and budgeting / forecasting for
$60 million welding products division. Led a team of 5 professional and clerical people but was involved in all
aspects of the operations. Accomplishments included:
Redesigned processes to substantially reduce time required to complete month end reporting and
developed a reliable budget / forecast models and processes.
Oversaw assembly operations moved to a Mexican assembly plant (saved $2 million / year).
Developed an operating plan that ultimately reduced 2003 US spending by $2.4 million.
Assisted in the feasibility study and planning to close down the TWECO facility and in negotiating
local incentives related to the move.

Chance Industries Wichita, KS 1998 2001
A $50 Million privately held manufacturer of amusement rides.
CFO and Vice President Finance and Administration - Responsibilities included reporting, financial /
strategic planning, accounts payable, purchasing, credit / collections, cash management, IT, budgeting /
forecasting, payroll, human resources, benefits administrations, customer financing, and currency, credit, and
financial risk management. Led a team of 10 but was involved in all aspects of the operations.
Performed due diligence, negotiated, and acquired an UK competitor resulting in a one-year
Provided analysis that drove the acquisition of a coaster company to better utilize plant capacity.
Implemented Fourth Shift ERP and financial software within five months, including the redesign of
the underlying business processes that resulted in process simplification and a reduced headcount.
Renegotiated the 401k administration program, self-insured health program, and audit contracts
reducing costs and then worked with operations to reduce spending by $1.2 million.
Established scorecards, shadow stock, profit sharing and an EVA based bonus program.

Koch Industries (KII) Wichita, KS 1996 1998
International $30 billion privately held corporation with a diverse range of industrial and process
manufacturing, refinery, pipeline and trading operation and other businesses.
Group Controller Accounting Transformation Initiative (1997 to 1998) - Led a team of 83 technical and
functional professionals in a project to redefine and re-engineer the accounting function across KII to conform
with best practices that was completed on time and within budget. Responsibilities included building the
business case for the project, selection of Oracle software, and development of common processes,
performance metrics, and data standards across 300 KII companies. The design included the establishment
of a shared services environment and definition of roles, responsibilities, and expectations, required staffing
levels, and performance metrics.

Group Controller Corporate Groups (1996 to 1997) - Responsibilities included the KII consolidation,
internal and external reporting, audit coordination, technical (GAAP and SEC) reporting, financial analysis,
international accounting, aggregation of tax data to support return preparation and administration of KII wide
procurement card program ($120 million / year). I led a team of 45 people. Accomplishments included:
Standardized financial reporting / scorecards (e.g., RONA, EVA) across KII.
Developed a technical (accounting, GAAP and SEC) practice capability that provided the 950+KII
accountants support regarding acquisition accounting, derivatives and other technical issues.
Centralized and redesigned the KII procurement card programs to provide the capability to
electronically monitor card users and automatically report violations.
Improved the auto-hit rate on cash applications to 88.4% through greater use of electronic commerce
(received best practice recognition in Business Finance Magazine).
Utilized SEC knowledge to significantly reduce onerous SEC reporting requirements associated with
the sale of KII pipeline operations to Enron.

A.E. Staley Manufacturing / Tate & Lyle Decatur, IL 1989 1996
A public $2.4 billion UK sweetener, ethanol, soybean and feed company with International operation.

Manager, Treasury Services Tate & Lyle -- North America (1995 to 1996) - Responsibilities included
acquisition support, bank relationships, financing, and leasing activities. Negotiated banking fees and
services and prepared consolidated North American cash forecasts. Accomplishments included;
Negotiated a $57 million rail lease that provided net present value savings in excess of $8 million.
Designed and implemented a travel and entertainment procurement card program.

Manager of Accounting A.E. Staley Manufacturing (1993 to 1995) - Responsibilities included financial
reporting and variance analysis in a $1.3 billion subsidiary. Accomplishments included:
Selected and implemented PeopleSoft and re-engineered work processes to facilitate a +80%
reduction of financial staff.
Financial reports were distributed electronically and were drillable in Excel.
Designed and implemented self-directed work teams in financial operations.
Designed and implemented a procurement card program.

Director of Finance ALMEX, a division of A. E. Staley Guadalajara, Mx. (1991 to 1993) -
Responsibilities included financial and strategic planning, GAAP and statutory reporting, commodity /
currency position management, and credit risk; net debt, and banking relations; risk management;
management of the accounting, cost, tax, treasury, IT, and credit areas. This was a
turnaround. Accomplishments included:
Selected and implemented GEAC ERP software package (completed within 18 months).
Developed a currency and commodity position reporting system and a brought-to-market commodity
accounting system.
Helped designed and implemented a predictive maintenance program that improved operational
reliability and lowered maintenance costs.
Identified and eliminated major process bottlenecks. Example, by marketing and selling wet feed the
company successfully overcame feed dryer capacity restrictions that limited throughput.
Reduced production costs (5%) and indirect costs (40%) while increasing market share 50%, without

Internal Auditor / Consultant (1989 to 1991) - A member of a small group of financial and operational
personnel that provided acquisition, process and business support to companies within the Tate & Lyle Group
(A.E. Staley, Domino Sugar, Great Western Sugar, Red Path Sugars and Pacific Molasses).

KPMG and Ernst & Young Earlier
Responsibilities grew from that of an Audit Assistant to the Director of Entrepreneurial services in New
Orleans. Leading teams of up to 20 professionals directed a broad range of audit, financial, accounting and
consulting services. Clients included Tate & Lyle, Texas Instruments, Textron, Mobil Oil, McDermott, and
others. Two years on assignment in Italy serving as the US GAAP expert in Rome. Industry experience
included: Financial Institutions, Insurance, Healthcare, Manufacturing, Oil and Gas, Automotive, Construction,
Services and Not-for-Profit.

Education, Certifications and Affiliations
BSBA Central Michigan University Accounting; Kaizen training; Trained as a computer audit specialist by
KPMG CPA CCM (Certified Cash Manager); AICPA and TMA

ExcelWordPowerPointAccessMS PlanPeopleSoftOracleJD Edward Fourth Shift-GEACBaan

Community Services
A two-term levee commissioner that played an instrumental role in development of the districts financing
plan and accounting / budgetary systems needed to facilitate the construction of a $22 million levee structure.

Served on the Health Systems Agency committee in Southeast Michigan that was charged with the
responsibility for developing and implementing a plan to reduce 700 excess hospital beds.

Served on the Governors Blue Ribbon Committee that help redesign government operations in the State of

Served as a board member of various charitable organizations.