Gary Wormald, Cpa, Mba Email & Phone Number

Triple Crown Trailers is a leading manufacturer of utility, cargo, heavy equipment and other types of trailers for use in agriculture, construction, personal and commercial activities. TCT has factories in Ocala, FL, Hickory, NC and Baxley, GA. In addition, TCT has retail operations providing components for repair and maintenance of these trailers, as well as a service operation providing customers with a full complement of trailer and related products and services.

Responsible for the financial, revenue cycle management, information technologies and facilities operations for this multi-location leading regional Ophthalmic practice and ambulatory surgery center.Oversight of the Finance and Billing departments, including all reporting, budgeting and payer contract administration.

Responsible for the financial, IT and compliance activities of this Private Equity backed, industry leader in commercial shipbuilding and construction, mega-yacht construction and international yacht brokerage, charter and yacht management, with primary operations in Gulfport, MS, New Orleans, LA, and Fort Lauderdale, FL. Recently completed a liquidity event with another PE backed company. Successfully divested the yacht brokerage business in May 2015.

Lake Oswego, Oregon, Us

Responsible for the financial, IT and compliance activities of the $1.6 Billion PCC Airfoils division, the world leader in investment castings for the Aerospace and Power Generation industries. Primary casting foundry operations are located in the greater Cleveland, OH area, Portland, OR, Douglas, GA and Leeds, UK, with master melt foundries located in Muskegon, MI and Minerva, OH. Machining capabilities exist in Merida, MX and Leicester, UK.

Charlotte, North Carolina, Us

Responsible for the financial and compliance integration of recently purchased companies located in Copenhagen, Denmark. Established financial reporting, budgeting, consolidation and internal control structure under Sabanes Oxley.

Charlotte, North Carolina, Us

$400 Million, global provider of compressed air and filtration solutions to the power generation, oil & gas, petrochemical and compressor markets. Manufacturing and distribution operations are located in N. America, Mexico, W. Europe, India, China and Korea.  Developed a reorganization strategy for the dehydration business, including rationalization of the current manufacturing footprint. Investment in and development of facilities in low cost countries resulted in overcapacity and the need to remove and realign existing facilities into a more efficient and cost effective business model. Developed and implemented improved internal financial and operating control procedures, resulting in a significant enhancement to cash flow and revenue recognition. This required a redesign of the existing long term contract terms and conditions, implementation of more extensive stage gate financing, and improved back office performance, providing significantly shorter order to cash cycle times

Munich, De

A global technology leader in the Stationary Fuel Cell market, with R&D and manufacturing operations in N. America, Europe and Asia. Appointed acting-President of the division upon departure of incumbent. Developed, negotiated and closed a joint venture agreement with a Japanese regional technology partner, in furtherance of the global business strategy. This required joint development of a business model and plan, financing arrangements and discussion with a major government partner, the Department of Energy. Developed a new global strategy for the deployment and commercialization of the fuel cell technology, including a regionalization and partnering scenarios, as well as negotiation with financial and strategic investors. This required extensive M&A research into IPO, private equity and venture capital financing, as well as extensive discussion with potential technology partners. This activity covered essentially all aspects of a global startup, including dealings with government stakeholders with respect to technology and intellectual property rights cross border and homeland security issues, and international financing. Project manager on the implementation of the manufacturing (PP) and logistics (MM/WM) modules within SAP R3.

Munich, De

A $500 Million global technology leader in air pollution and particulate control for the power generation and industrial sectors. Wheelabrator was acquired by Siemens and is now know as Siemens Air Pollution Control. Directed the financial integration of this newly acquired business into the Siemens Power Generation portfolio, including banking and financial systems and controls methodologies. This required the grass roots implementation of Sarbanes Oxley act monitoring and control procedures and reporting, as well as the conversion and integration of the existing ERP system into the Siemens SAP financial reporting environment.  Implemented financial and operational controls for managing project execution, procurement, resource allocation and financial tracking. Large capital projects that could span several years required a more integrated approach to project management, and specifically increased concentration and measurement of key project indicators. Financial control and project tracking required the development of improved project management tools.

Munich, De

Responsible for the development and execution of a common, global quality strategy across the Steam Turbine division, including the deployment of various improvement tools based on principle of lean manufacturing, kaizen and six sigma. This role represented a development opportunity, with concentration on providing exposure to operational and general management principles and practices. Provided a comprehensive evaluation of internal procedures and processes across the steam turbine and generator sub-divisions. Evaluated whether processes are robust and are consistently executed, in support of continuous process improvement. Developed a comprehensive manufacturing improvement program based on a set of specific tools and techniques targeting the reduction of waste and improvement of factory output. Provided a direct and comprehensive linkage between the power generation and division business strategy and that of the various operating units across the globe, as a means of identifying gaps and developing projects to address these gaps. Responsible for the implementation and evaluation of the internal control system and structure in compliance with the Sarbanes Oxley Act. Self assessment and monitoring tools provided identification of potential weaknesses in the system of internal operating controls. Assessment results were used as a basis for developing Six Sigma and Lean projects.

Munich, De

Responsible for the global implementation and overall program management of the Six Sigma program within the Siemens Power Generation Steam Turbine & Generator division, including resource allocation, project generation and selection and interface between various organizations. Directed the global activities of 100+ Master Black belts, Black belts & Green belts in the Americas, Europe and the Asia. Assured continued program health and financial return through project management and resource monitoring. Completed projects reflected $30+ Million recurring savings. Implemented the project management program, PM@Siemens™, within the division. This required training, certification and monitoring of all project engineers, project managers and project executives, in conjunction with the PMA and applicable international standards of project management.

Munich, De

Responsible for financial systems and controls, and information technology of a $250 Million manufacturing operation, while developing and implementing a divestiture strategy in support of the Siemens Power Generation business objectives. Defined and executed an information technology roadmap for the facility that included significant cost reduction through migration and retirement of legacy computing environment, while implementing new, more robust and cost effective hardware and software solutions. Results included complete migration from, and retirement of IBM mid-frame and Dec VAX platforms, in lieu of client-server solutions.  Project manager on the implementation of the manufacturing (PP) and logistics (MM/WM) modules within SAP R3. Project manager on the divestiture of the forged blade manufacturing business. This included leading the due diligence activities, establishing a joint venture business structure and preparing and negotiating joint venture agreement documents. Established the organizational, financial and information systems of the newly formed joint venture company, Advanced Turbine Components, Inc., while leading the due diligence activities between the parties on behalf of Siemens Power Generation, Inc. Appointed Chief Financial Officer of newly formed joint venture company until the divestiture of the majority interest by Siemens.

Farmington, Ct, Us

A global leader in the aircraft engine, power generation and rocket propulsion industries. The Middletown and Rocky Hill manufacturing campuses represent the majority of component production for all of Pratt & Whitney’s commercial and military engines.  Business scope and areas of responsibility covered approximately a $1 Billion manufacturing operation, and included the major stationary and rotating hardware for commercial and military engines, as well as the production of powdered metal and forged disk hardware. Locations included four facilities N. America and one in the Middle East. Participated with my team in various CI events, including Kaizen, Lean and Value Engineering projects. Liaison between Pratt & Whitney and U.S.A.F. and U.S.N. during program reviews on F119/F22 Raptor and F119/JSF Joint Strike Fighter programs.

Bristol, Ct, Us

Responsible for financial systems and controls, and information technology of a metal forming and stamping operation, serving the automotive, electrical and consumer products industries. Project Manager on complete ERP system implementation, away from a legacy environment that was used to run the business for several decades. This fully integrated information technology environment provided complete manufacturing, inventory management, logistics and financial monitoring and controls for the business unit.  Directed a three-fold expansion of the manufacturing facility, along with triple digit growth over a four year period. Led the economic negotiations during periodic collective bargaining activities with the United Steelworkers Union. Successfully mitigated significant financial risk and achieved 100% employee participation in a new defined contribution plan.

Bristol, Ct, Us

 Performed and directed financial, operational and EDP audits, covering all business segments, including diverse manufacturing and distribution locations. Performed year-end audit work on behalf of the external auditors, Ernst & Young.

Directed the operations of a regional transportation company specializing in dry goods distribution, with locations in MA, CT and VA. Developed a distribution and logistics network covering New England, the Mid-Atlantic and Mid-Southern U.S.

 Performed and directed financial audits for diverse client base, with concentration on the construction and retail industries. Participated in management and tax advisory services.

Master Of Business Administration (Mba), Business Administration, Operations Management Concentration

Bachelor Of Business Administration (Bba), Business Administration, Accounting/Finance Concentration