Edwin Duran Email and Phone Number

Directed the financial operations for facilities located in several US states and Mexico; over $900 million in revenues and more than 2,800 employees. Charged with improving reductions of constant inventory shrink impacts and improvement of overall profitability and performance. Worked with Accounts Payable and vendors to identify receipt issues reducing balances and offsetting the impact of deficits. Established Work-in-Progress (WIP) job controls and validation of manual transactions. Improved team understanding of major variances impact on operations. Led organizational changes that included replacing Plant Controller.• Reduced inventory labor and overhead balances by addressing duplicated WIP job completion transactions that overstated plant performance. Established cycle count audits and obtained stockroom certification to avoid conducting physical inventories. Reduced shrink to less than 2%, or less than $300,000 per year.• Directed the migration of the ERP systems into one system. Improved plant performance by 10%; reduced production flow and inventory by $6 million; realized over $300,000 in savings.

Spearheaded financial aspects of a $70 million operation located in Mexico, with sourced products from operations in China with worldwide distribution. Implemented all financial analysis procedures that the business was lacking. Led the migration of the Mexican accounting systems from Prisma to Oracle.• Orchestrated the migration of financial and cost systems from Manufacturing Pro to Oracle 12. Realized cost reductions of $280,000 in personnel and system licenses. Improved inventory controls and reduced IT support by $60,000, including the elimination of two software licenses.• Although the business had been showing negative margins, within a short adjustment period, margins changed to positive 5% with projections to increase 10% the following year. Spearheaded actions to reduce costs by over $1.6 million and corrected pricing issues to avoid loss of market share.

Managed all financial aspects of a $450 million business with five locations in Mexico and US, with involvement and accountability for strategic planning efforts targeting bottom line improvement. Maintained and supported the Manufacturing Director on consolidating results for the HVAC Business and Asian operation at Faridabad, India. Coordinated the start-up the McAllen, TX facility. Implemented Hyperion reporting and planning system at all locations to streamline processes and reduce reporting cycles. Addressed cost transfers concerns between plants and eliminated root cause of the issues.• Led the financial portion of closing the Springfield, MO operation. Managed a budget of $21 million and ultimately saved $18 million on the project. • Relocated the fabrication process to McAllen facility to capture lower transportation and skilled labor costs and moved secondary and motor assembly operations to Reynosa, Mexico. Saved $18 million; realized profit improvement, competitive pricing, and reduced inventory.• Addressed costing issues related to product pricing and incorrect decisions on product transfers to the India operation. Resolution impacted price competition and material over liquidation at one facility overstating its margins and performance and generated $4 million annually due to high volume.

Controlled financial operations for over $470 million in revenues for six facilities located in Mexico with over 5,000 employees. Integrated, streamlined and added uniformity and controls to financial procedures and reporting processes. Supported the startup of facility in Monterrey, Mexico.• Achieved 100% SOX compliance at all locations.• Identified root causes for deficits at the CASA and Capcom operations and established the controls to prevent recurrence.• Implemented the standardization (Lean Six Sigma) of all financial and reporting processes by documenting all processes to facilitate training and compliance. First in the company for non-manufacturing processes later adopted by other divisions.

Managed financial operations requirements of a $300 million business in Mexico with over 2,600 employees. Supported the 2004 and 2005 acquisitions of GE’s Commercial AC and HVAC motor businesses which had combined annual revenues of over $600 million. By the end of 2005, sales exceeded $1.4 billion.• Achieved proven, annual 5 - 7.5% VCP across the enterprise.• Maintained annual cash flow improvements of $3 to $5 million. • Achieved 100% compliance with all NAFTA regulations and passed internal and external audits. ADDITIONAL POSITIONS HELD Finance Manager Morristown, TN Plant & Mascot, TN Distribution CenterIsland Financial Planning & Analysis Manager, San Juan, PRFinance Manager, San German, PR