Savannah, Georgia, United States
• Recognized as the regional expert on inventory policy, procedures, and controls. Created new physical inventory procedures which are currently used by all facilities in Southeast region. Dispatched to other mills to correct inventory issues on several occasions. • Assisted with the preparation of capital requests which resulted in over $3 million dollars in capital spending at the Swainsboro mill. Completed payback analyses for each project. Tracked capital spending and worked with project management team to properly record fixed assets as projects were completed. • Assumed responsibility for accounting functions at the Baxley mill on an interim basis after retirement of controller. Reviewed procedures and processes and made changes to increase efficiency.
• Transferred to facility acquired from private owner to assist with integration into Interfor. • Installed procedures necessary to comply with internal controls policies. Initial internal audit, conducted six months after acquisition completed with only two non-critical observations noted. • Worked with acting plant manager and regional operations manager during initial months of operation on a variety of issues, including inventory planning, facilities management, and personnel issues. Assumed responsibility for several functional areas on an interim basis until facility was properly staffed, including human resources, by-product sourcing, and purchasing. • Created operational reports which replicated those used at other Southeast region facilities. Trained employees in use of systems including purchasing, accounting, and production. • First and all subsequent monthly and quarterly financial reporting requirements were completed accurately and on time.
• Preparation of annual budget, monthly and quarterly forecasts, and various operational analyses. Corporate goal for forecast to actual variance of production cost was 5%. Swainsboro operation’s variance to forecast during 2011-12 averaged 2.6% with only 2 months out of 24 exceeding the 5% goal. • Revised WIP inventory procedures to improve accuracy and decrease cost of completing physical inventories. Perpetual inventory accuracy improved to the point that operations personnel could rely on daily inventory reports to plan production. Decreased labor cost associated with physical inventories by over $25k annually. Implemented scanning system for WIP inventory. • Developed several labor reports analyzing overtime, productivity by cost center, variance of labor hours to run-time, etc. Supervisory personnel utilized the reports to reduce labor costs by targeting variances. Forecasted to actual labor variances dropped from approximately 10% to 2% on average. Overtime hours were decreased by over 2% with no increase in staffing.
• Planned, directed, and coordinated accounting functions for manufacturing facility. Responsible for financial reporting, record retention, processing payrolls, and performing all other financial transactions. • Prepared monthly, quarterly, and yearly balance sheet, income statement, and cash flow outlooks with input from plant management team. Presented reports, including analysis of changes, in two monthly conference calls with senior management. • Responsible for Sarbanes-Oxley testing and reporting utilizing COSO methodology. Trained local personnel to perform testing, reviewed results, and compiled quarterly ICFR’s. Completed other required documentation required for compliance including business process narratives and segregation of duties matrixes.