Houston, Texas, United States
I am a proven finance leader with over 20 years of domestic and international experience with a passion for making the finance organization instrumental in the success of any business. My goal is to prove just how valuable a well run finance team can be to your company. Experience in: • Forecasting • Capital Planning/ Budgeting • Financial Planning & Analysis • Profitability Improvement • Operational Restructuring • Strategic Planning • Financial Management • International Team Management • Budgeting • Mergers & Acquisitions • G/ L Monthly Close • Working Capital Improvement
• Partner with Regional Commercial Director and the regional commercial management teams to drive business and financial objectives and to develop forecasts, annual plans, and future strategies • Present monthly results to the Global Business Unit Commercial Director and Global Financial Controller • Finance work stream lead for SAP implementation. 18 month project that successfully ended in January, 2021. • Collaborate with regional credit group on collection activities and customer receivables risk assessments • Direct the country sales controller in sales-related analytics such as rebate programs, commission accounting, salesperson/customer profitability matrices • Translate 5 year strategy into a regional operating plan, yearly budget, and quarterly rolling forecast. Set incentive programs (SIS) that promote the right behavior. • Drive people development, engagement, talent pipeline, bench strength • Validate and challenge business cases in the commercial area (for NPI’s, restructuring / organizational effectiveness, investments) in close cooperation all stakeholders inside and outside the region. Where required, do adequate stakeholder management to get the correct approvals for economically attractive business cases. • Understand all parts of the regional P&L and broad financial performance by active and detailed management of the commercial components (volume, revenue, margin and sales/marketing cost) and periodical contact with ISC- and FP&A on the non-commercial components (like manufacturing cost, supply chain cost, allocated cost etc.) • Drive monthly volume / revenue / contribution margin and S&D –cost performance against target and strategy and take pro-active measure, if required. Challenge assumptions and performance against market conditions. Formulate and actively drive OPI growth, risks and opportunities and closing the gap actions highlighted in the IBP cycle.
Oversee the company’s accounting principles, practices, and procedures regarding the maintenance of fiscal records and the preparation of financial reports. Lead a team of 8 accountants in the general accounting and budgetary control for the company. Appraises operating results in terms of costs, budgets, operating policies, trends and increased profit opportunities for the company. Facilitate process improvements through cooperation with others in finance organization as needed. Mentor, develop and evaluate staff. Coordinate and provide requested information as needed from external auditors, internal auditors, IT Operations, etc. Implement business process changes as needed
Lead a finance organization in the fulfillment of general accounting, A/R, A/P, P/R and cost accounting. Implemented an electronic account reconciliation solution (Blackline). Member of the site leadership board at the Houston headquarters location.
• Promoted to become first Finance Director for newly created regional structure focused on the Americas. • Served as top finance executive for operating region with $700 million in revenues with 12 manufacturing facilities located in Canada, the United States, Mexico, Brazil and Argentina. • Designed and developed finance organization to support manufacturing and sales operations as well as requirements of corporate structure. • Designed and implemented partially automated monthly reporting package that utilized KPIs, scorecards, and traditional statements and charts. Serves as primary avenue for CEO, CFO, COO and other members of Executive Committee to review operational results. • Led high-profile effort to reduce working capital. Created team that reduced cash conversion cycle by focusing on inventory, receivables, and payables. Techniques included the immediate dispensation of unneeded inventory, analyzing root causes that led to the obsolete inventory, using credit insurance in Latin America, and working with vendors to extend payment terms. • Directed financial due diligence as well as integration of several acquisitions. Established and led teams through organized task lists, assignments, creation of procedures, and monitoring of progress designed to incorporate the financial operations of acquired companies. • Created new consolidated budgeting and forecasting process for Americas region. Established timelines, deliverables, and processes to ensure accurate annual plans and monthly forecasts. • Collaborated with Europe and Asia finance directors to implement best practices, including successful global initiative to reduce close from six days to five days. • Served as member of the Disclosure Committee, reviewing public filings, including 10-Q & 10-K. • Directed and coordinated regional financial planning and budget. • Partnered with Americas management team in developing and implementing strategic plans.
Financial manager of the Polybatch business unit. Financial reporting, planning, and analysis. Operational control and metrics. Cash flow analysis.Capital budgeting and acquisition analysis.