Eric Eckenrode Email & Phone Number

Chattanooga, TN, US

Nacka, Stockholm, SE

New Britain, CT, US

• Lead financial operations for $60M plant with responsibility for achieving annual revenue, SGM, productivity, and working capital targets
• Completed annual cost roll realizing a 5% overall COGS reduction / SGM improvement ($2.5M in savings)
• Achieved goals for quarterly forecast accuracy and scorecard accuracy forecasted within +/- $50K accuracy month over month
• Completed make versus buy (MvB) studies for insourcing/outsourcing Excavator shell production in addition to cast and fabricated components
• Implemented KanBan processes for indirect spend cost control including check book processes saving over $300K year over year
• Improved daily site report to enhance communication and align on priorities based on gaps to target for revenue, SGM, liquidations, bookings, OTD %, and inventory

Göteborg, SE

• Leading and developing team of 4 continuous improvement professionals including lean & continuous improvement specialists and continuous improvement engineers
• Drive improvement activities based on loss elimination with emphasize on safety, quality, delivery, cost, environment and people engagement
• Implement complex world-class manufacturing (WCM) theory and drive into application across 1.5M square foot plant and 1,500 employees. Incorporate 14 key focus areas into a concise, simple way of working in operations
• Developed Value Stream Maps for multi-product plant flows
• Initiated weekly audit schedule on SOPs, AM (Autonomous Maintenance), 5S, safety risk assessments in addition to deploying way of working with kaizens, SMED, Poke-Yoke, and job cover matrices
• Lead weekly Gemba walks to support and challenge the lean way of working with autonomous pillars and focused improvements ranging from quick kaizens (QK) to advanced kaizens (AK)

Göteborg, SE

• Leading and developing team of 6 financial professionals including Junior Financial Analysts, Senior Financial Analysts, and Financial Systems Analysts
• Responsible for cost control of $200M annual operating budget, including machining, assembly, and logistics operations
• Responsible for inventory control, reporting, and driving improvement activities on $130M+ in net inventory
• Lead month-end, quarter-end, and year-end accounting activities including monthly presentations to top level executives
• Achieved between 3-6% year over year cost productivity by attacking cost drivers and improving efficiency through application of world-class manufacturing principles
• Currently managing investment portfolio and business case creation for new product and capacity investments valued at over $100M+

Göteborg, SE

• Championed Cost Deployment Focus Area utilizing WCM and other lean manufacturing principles to save $11MUSD in total site expense over 2 years
• Created tools to improve data collection and visualize continuous improvement opportunities (Why not 100% OLE stratification & CD 7 Steps in Qlikview)
• Challenged and supported technical focus areas plus management team to prioritize top plant losses, improve level of detail, and complete projects that had the greatest impact on the business
• Established core team and grew competencies to improve way of working and create new standards
• Drove loop kickoff, closing, and focus area review events to foster greater accountability and recognize employees for their achievements
• Successfully guided Engine Product Line to record line efficiency and cost per unit levels through lean manufacturing application

Göteborg, SE

• Guided AMT Transmission Assembly as financial business partner through heavy volume increases while reducing variable cost by 18% ($1.6MUSD) over 2 years
• Lead team in creating new financial estimate templates emphasizing plant cost drivers that resulted in improved forecast accuracy by 3% and 2% for fixed and variable costs respectively
• Controlled cost KPI creation and monthly follow-up utilizing Hoshin Kanri (A3) cascading methodology
• Successfully performed as CD coach for plant by leading trainings and presentations to increase financial awareness and understanding
• Restructured and automated inefficient month end closing procedures to help reduce waste and reporting workload by almost 50%
• Improved annual budget and financial target setting process to help plant achieve Volvo Group directives

Göteborg, SE

• Employed capital budgeting techniques as project controller to analyze investment opportunities resulting in over $30MUSD of investments in HAG operations
• Improved way of working with capital, R&D, and expansion project controlling to be less administrative and more business oriented
• Implemented long term capital plan to demonstrate when, where, and how much we can afford to invest by product
• Actively participated in investment controlling network to share and understand best practices while supporting governance of PTP investment cap
• Established and coached PMOs on efficient method for tracking project budgets, actuals, and life cycle cost (LCC) comparisons
• Completed fixed asset administration focusing on asset capitalizations and audits

Overland Park, Kansas, US

• Evaluated spot and future prices for energy and agricultural commodities with analysts and merchandisers before trade execution
• Controlled freight costs and optimized physical deliveries for all trades executed in the eastern United States
• Entrusted to reconcile trades while finding patterns, analyzing trends, and providing financial guidance to improve site profitability
• Executed monthly financial closing process with strict adherence to GAAP and other accounting standards
• Supported site management through acquisition and integration of Ackerman Beardsley Bennett into Lansing Vermont, Inc.

Master Of Business Administration (M.B.A.), Finance, General

Bachelor Of Science (B.S.), Finance, Business Administration