Audrius (Andrew) Sinickas, Mba Email & Phone Number

Rheems, Pa, Us

Palm Beach Gardens, Florida, Us

· Promoted to Supply Chain Finance Leader to support achievement of #1 goal to deliver $75M in Material Productivity for the year 2023. The team exceed the goal by $20M.· Standardized operational reporting and created direct material spend KPIs, tracking of improvements and insured consistency in calculating methodology for improvement results reporting. · Participated in Supplier Negotiation trainings to learn strategies and framework of Supplier Negotiations and Performance.· Partnered with Carrier Global and F&S teams during Annual Electronics RFQ Contract Negotiations. · Analyzed and proposed changes to future contracts and presented currency impacts to Supplier Performance.· Standardized Direct Material Performance at F&S, by partnering with Supply Chain, Finance and SPM COE to establish one source of data and drive change at sites. · Partnered with Supply Chain and Shared Services on optimizing structural improvements around accounts payable (e.g., payment terms, 1X payment initiative; timely payments, improvement actions).· Developed an annual operations business plan while working closely with manufacturing sites and commercial business units.· Partnered with businesses and FP&A to ensure alignment between program financial targets.· Ensured accurate and timely financial reporting, forecasting, and budgeting for manufacturing sites. · Provided financial leadership, supported continuous operational and manufacturing cost savings improvement to drive EBITDA improvements for 8 manufacturing sites. · Ensured manufacturing site compliance with internal controls, corporate policies. As well as, successful completion of audits and timely implementation of audit recommendations.· Evaluated capital, product development, transfer of work and other investments. · Active participation in sites visits to drive alignment and Cost Out Events to drive product margin improvements.· Managed and developed 8 manufacturing sites controllers.

Minnesota, 55077, Us

· Partner with 8 plant and 14 terminal directors, Operations and Supply Chain Leadership ($25B in Sales) to improve operations, control spend, report accurate inventory position. · Responsible for strategic and tactical execution, financial leadership for the operations, and cost accounting function supporting manufacturing, supply chain, and operations organization.· Lead team of 5 plant analyst and 3 temps: operating locations visits, forecasts, budgets, variance explanations, spend and capital program support and tracking. · Financial leadership, reporting and tracking of the largest capital expansion projects ($250M). Developed One-Pager updates for the Leadership and detail analysis of spend for the project teams.· Implemented Global Reporting and Tracking and Oversight for Capital programs.· Continued Improvement and LEAN active engagement: process write-ups, process maps, standardized Global Grain Inventory Policy and Procedures resulting in decrease in physical inventory adjustment amount fivefold; established Monthly Plant Reporting Package. · Developed standardized and transparent financial operations reporting of all key productivity metrics enabling operational and supply chain execution of company objectives.· Support transformation of New Operating Model for CHS: combining business units PFI to GG, creating GG&P; and combination of CN to GG&P.· Designated by Leadership as High Potential Talent 3 years in the row.

Lead cost analytics support of the Supply Chain team. Partner with 18 plants Controllers to achieve monthly, quarterly and yearly goals, Lead $100M Capital Investments programs and monthly presentations. SAP and BW experience.

Dublin, Ireland, Ie

· An active member of the Division Finance Leadership Team. · Drove Revenue Annual Budgets and KPIs for Product Group.· Ensured complete and accurate global view for Capital Investments and NPD Programs, Prioritization.· Evaluated financial and business indicators to recommend actions that drive results.· Provided Monthly reporting, presentations and variance analysis: Product Sales, Margins &, Contributions, Negative Sales, Sales Trends, Top 25 Customers, Sales Channel trends; Profitability by Region and Product. · Lead Initiatives to standardize Revenue and Margin reporting – consistency across Regions.· Served as Business Owner for PMC: performed ROI analysis and financial support for new products and major projects. Improved New Product Development process by created strong controls environment to address financial validity early in the process, resulting in saving in access of $50M.· Financial Liaison in matrix organization between Regions and Product Group. Interpreted complex data from variety of sources, developed insightful analysis and drove improvements and changes across functions and regions that drove to margin improvement in access of $10M. · Developed Models, reviewed, validated and tracked large capital investments on all major projects.· Lead financial analysis and due diligence of M&A activity (4 M&As and 2 license agreements).· Assisted optimization of Global Footprint, plant closing, product localization.

London, Gb

• Leadership over Ukraine plant strategic and operations financial planning processes.• Implemented management reporting package allowing upper management more effectively plan manufacturing operations (especially during often GM changes). • Created strong controls environment across the plant: spending according to the budget and cash plan, inventory costing and control, project cost accounting, capital plant improvements plans, etc. Estimated savings over $500K.• Provided financial counsel to the Plant GM and Manufacturing Team (600 employees).• Effectively managed teams of Accounting, Cost Analysts, Finance, IT, Legal and HR resulting in three headcount reduction. • Lead relationships with international banks to set-up Promissory Notes, Capital Credit lines and efficient international transactions. • Financial oversight of the company buyout from the US and UK private equity team.

Columbia, Maryland, Us

• Leadership and development of manufacturing operations and supply chain strategies, plans, and their execution. Serve as COO for the VP of Operations in leading and driving business process and results.• Drive common reporting and analytics across regional manufacturing locations: manufacturing cost reporting, freight and logistics, inventory, DIOH and other key metrics. Extensive worldwide plant sites visits.• Lead manufacturing efforts to improve inventory levels. • Lead the annual Operations Plan process, prepare Strategic Plan for Operations and Supply Chain organizations, coordinate efforts among SBU business and finance management teams.• Create and maintain strong controls environment across performance Chemical group: inventory costing and control, purchasing procedures, etc. • Managed team of ten direct reports: cost analyst and controllers.

Cincinnati, Ohio, Us

Business partner with blades manufacturing management team to solve production challenges, improve performance and proactively convey financial impact of operational decisions. • Finance lead on all South Boston blades and razors manufacturing operations strategic improvement and rapid improvement projects. • Financial valuation modeling for major manufacturing process changes - moving from departmental to value stream production. • Finance representative on the Manufacturing Strategy Team evaluating manufacturing R&D projects. Co-presented the Manufacturing Strategy Team analyses to the SBMC executive committee.

Cincinnati, Ohio, Us

• Budgeted/forecasted total company inventories of $1.5B, DIOH, freight, slow/non-moving inventories, and obsolescence reserve. • Coordinated Global Freight-In budget with 5 regions, screened the data to find “ the most expensive routes, distribution of routes by geography, savings opportunities by product/region/type of shipment.” • Developed the North America’s RFID financial model and benefit analysis, which resulted in $20MM appropriation request approval by the BOD of the Company. The model was analyzed from the variety of angles and “if” scenarios to produce an operational case. Some of the questions asked: at what point to tag the product? (manufacturing facilities, packaging, shipment); which products to tag (the entire line or a few selective/most expensive); when and what to tag it (a product/an inner/a box/a pallet).

Master Of Business Administration (Mba), Finance/Investments

Bachelor Of Science (B.S.), Finance And Investmetns