Responsible for total financial functions of Brake Parts, Inc. Litchfield. Annual sales of $120 million and manufacturing operating expenses of $80 million for an automobile after market organization. Managed 20 professionals in financial and information technology. Reduced monthly closing cycle from seven to three business days resulting in18% efficiency improvement and a reduction of $67K. Mentored three staff accountants enabling them to advance to the role of plant controllers within Brake Parts Inc.Recommended acquisition of external plastic reservoir supplier due to chronic late delivery performance. This resulted in improved line fill and reduced overall cost of 20%.Shortly after taking position, discovered and corrected inappropriate handling of a $4 million capital project undiscovered by internal corporate audit. Equipment was in use for five years before any depreciation was booked. Operational profits were overstated by $400K per year. Trained and served as internal auditor for ISO9000 and SOX compliance.Implemented dispute resolution program for factory employees allowing panel consisting of peer and management representatives. Panel would review dispute issues using company policies and past practices to resolve dispute. Benefits were two fold; factory employees acceptance of company policy and more consistent application by supervisors.

Responsible for total financial function of Hart Manufacturing, a newly acquired private company. Hart Manufacturing was a steel stamping company that supplied stampings for use in our facilities.Implemented corporate financial reporting policies and procedures.Installed standard cost system which included bill of material, routing, labor and burden.Evaluated current management staff to determine if knowledge/skills were acceptable for company assignment. Trained management staff of new corporate policies and procedures.Interfaced with staff managers to establish and implement annual budget requirements.

Primary responsibilities included supervision of cost accounting, accounts payable and payroll departments. Also prepared monthly and annual reports with recommendations of cost reductions to Controller and plant staff. Developed cycle counting program in order to eliminate annual physical inventory resulting in an annual savings of $50K and increased plant production.Served on team to investigate and recommend a new enterprise system for Midland Brake, a division of Echlin Inc.

Responsible for the review and close work orders for capital equipment. Work with construction departments to assure proper assignment of labor and material purchases to work orders.

Responsible for the review of invoices to purchase orders, code and approve them for payment. Work with internal auditor to resolve any coding issues. Reconciled payroll bank account to general ledger.