Accounts Receivables Manager responsible for all accounts receivable related administrative functions, including contacting overdue accounts via phone and e-mail to secure payment, mailing of statements, reviewing account histories with customers, and posting payments, credit memos and adjustments to the journals for standard automotive sales along with development and tooling sales for new product development with one direct report.Forecasting and Reporting Production Sales to upper management on a weekly basis and provided tools that linked EDI information for more accurate short term and long term forecasting for sales and cash inflows.Accounting team lead in cross over from SAP ERP system to CMS (AS400) system which included the development of General Ledger, financial reports. Instrumental in linking the financial transactions for procurement, shipments, inventory management, production reporting, standard costing and variance analysis.Lead the budget process for the cost of goods sold section of the P&L including the setting of new standard costs, inventory, accounts payable, and capital budgets.Provide detailed ad-hoc analysis and support to business partners to aid and support decision-making.Management of monthly operations closing rhythm including forecasting of future results, explanation for deviations from budget/forecast, and responsible for all corporate reports up to and including: Cosma USA/Canada Group Reporting Magna International reports via Hyperion Oracle interface for standard financial statements and performance summary reports on operations and quality measurements. Capital Project Reporting including requests and analysis for spend, spend tracking, and capitalization of assets during the facilities largest growth in business. Also what lead in the fixed asset audit process and information integration into new AS400 system.

As the Accounts Receivable Specialist I was directly responsible for cash collection and problem resolution for both direct product sales as well as prototype and tooling sales. In addition to cash collection, I managed the bank reconciliation and invoicing. Major accomplishment in this role was to streamline the invoicing process in order to accommodate the increase in volume due to location expansion as well as improve the overall accounting processes surrounding Sales, Accounts Receivable, and Cash.

Operational Controller for Batesville oversees the accounting, financial, and material management for the division. Tracked and validated year over year cost reduction initiatives and implemented gate review process for improvement projects from operations, engineering, and other functional areas while balancing union contracts and issues.Management of monthly operations closing rhythm including forecasting of future results, and explanation for deviations from budget/forecast.Management of the implementing cycle count programs and ensuring accuracy of direct and indirect inventories.Provide detailed ad-hoc analysis and support to business partners to aid and support decision-making utilizing JD Edwards, ADP, Oracle, Hyperion and other computer information systems.Responsible for performance evaluations for six direct reports and succession planning for the finance and material management functional areas.

Plan, manage, and provide leadership for accounting department (11 direct reports) including payroll, budgeting, cost accounting, managerial accounting, financial reporting, and financial analysis. Scope of responsibility spans both the corporate and divisional level including three manufacturing facilities, one distribution center. Challenged to hire/train professional staff, strengthen divisional accounting functions, and implement /maintain financial controls. Results throughout tenure include:Managed $63 Million operating budget allocated for personnel, facilities, and administrative expenses.Managed month-end/year-end close and financial statement preparation, analysis including variances and comparison to budget / forecasts resulting in a 20% reduction in processing of manual journal entries.Supported corporate and divisional strategic planning efforts through forecasting and operational/capital budget development activities.Managed physical inventory ($13 Million in Value) and reviewed for obsolescence, movement, and valuation for recovery from customer specific inventories.Revamped quarterly price quoting model and process with concentration on margin integrity resulting in the elimination of all negative margin products through negotiations with program management and customers.Developed tracking and forecasting models to include but not limited to labor, inventory, manufacturing variances, enabling the reduction of overtime expense by 50% on average per month, along with expense reductions in general supplies, and maintenance.

New position within Masonite. Ensured the forecasts and business/strategic plans accurately reflected operating and financial information. Developed material line items on the financial statements, contributing entries and the underlying drivers. Assisted in operating plan development for assigned regions/entities and monitored performance against commitments. o Developed and managed the monthly corporate forecasting process which included developing working models for manufacturing, R&D, and administrative locations worldwide, and forecast executive reports.o Developed and managed the sales forecasting models that incorporated entire value chain. Accounted for inter-company sales and translation for raw and WIP inventory requirements.o In 2006-Q4 managed North America distribution customer rebate programs encompassing over 300 customer rebate contracts totaling $48M.o Provided field training for weekly and monthly reporting requirements, forecasting methods and tools / timing.

Responsibilities covered the cross functional development, deployment and maintenance of Operational metrics that reflected financial data and statements.AchievementsDeployment of continuous improvements tools based on Lean 6-Sigma methodologies Across the three existing doors manafacturing groups equating to 78% of total Masonite sales.

Door Group: The business manufactures and distributes steel and fiberglass entry doors throughout North America resulting in $182M. The residential external door business (6 Locations) was purchased by Masonite at the end of 2003. - Responsible for standard costing system, physical inventories, and cost of quality reporting and reconciliation- Managed a $7-9M capital expenditure process which required individual project analysis to include, ROI, IRR, Payback, and alignment with business strategies. - Assisted in the deployment of Sarbanes Oxley initiatives- Developed tools for accurate excess and obsolete analysis which resulted in over a 50% reduction in E&O liability.- Developed an inbound and outbound freight model which assisted in the future planning for freight cost reductions- Developed sales & marketing models which incorporated margin analysis and improved margins on current products and pricing development for new products

The Tupelo facility was the primary site for the manufacturing and distribution for home décor products with limited entry doors units to tier one distribution centers. - Responsible for the monthly closing, budgets, account reconciliations, physical inventories, payroll, accounts payable and receivables and monthly results / variance analysis concentrating on year over year successes and shortfalls- Financial Lead on management team.- Increased on time fill rates from 85% to 95% by implementing inventory and customer management controls - Reduced monthly closing and weekly scorecard processes by 50% - Development of inventory cycle count program to reduce annual physical inventory losses by 20% annually.- Developed new scheduling procedures with MS Access resulting in a 35% reduction in processing errors and time.- Developed a labor loading model that yielded a 12% reduction in overtime, - Successful developed existing personnel for promotion to US Controller.