James Flowers Email and Phone Number

FPC of Savannah is committed to aiding our clients in fulfilling their missions by recruiting with integrity, quality, and expert consultation. We work with Fortune 500 companies who are major manufacturers of discrete products.FPC’s recruiters are well versed in the language and culture of your manufacturing environment. We have filled key assignments domestically and internationally in supply chain, operations, finance, sales and business development.Founded in 1959, F-O-R-T-U-N-E Personnel Consultants (FPC) brings over 50 years of recruiting and placement expertise to our clients and candidates. Today, FPC continues to define the industry and uphold the principles of professionalism and integrity on which it was established. To that end, FPC of Savannah has maintained a history as one of the network’s top producing offices.

Responsible for the day to day operations of the church, pre-school, offices, and retreat center along with other dedicated professionals and pastors to ensure that everything is in place so that He may be glorified. Work closely with clergy and lay team to insure proper strategic supervision is given and administration of the church is moving forward. Work with church committees as necessary to help implement and execute the church’s programs and policies, under the direction of the Senior Pastor. Church has two properties that date back to the 1870’s and a congregation of over 2,000. Responsible for all operational activities, ongoing projects, and financial budgets and procedural compliance.

Assisted private equity groups in developing procedures and best practices for audits. Led 2 finance teams through due diligence process that resulted in firms getting acquired. Led private equity leadership group through two sales and three acquisitions in two years. Renegotiated borrowing base terms with major banks to get more investment dollars into firms and allow for more oversight. Served as interim CFO and COO through acquisitions of a nationwide transportation company, multi-site manufacturing firms and a multi-state law firm.

VP Finance/Corporate Controller – Private Equity Owned• Direct the financial affairs of the organization and prepare financial analyses of operations, including interim and final financial statements with supporting schedules, for the guidance of management. • Responsible for the company's financial plans and policies, its accounting practices, the conduct of its relationships with lending institutions and the financial community, the maintenance of its fiscal records, and the preparation of financial reports. • Responsible for consolidating financial statements for NABI and its foreign subsidiaries• Direct supervision over general accounting, property accounting, internal auditing, cost accounting, and budgetary controls. • Responsible for development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization. • Coordinate and direct the preparation of the budget and financial forecasts, institutes and maintains other planning and control procedures (including the cost accounting system), and analyzes and reports variances. Accomplishments:• Championed Leadership team that reduced total inventory from $106 million in Jan. of 2009 down to $55 million in March 2010. Have normalized inventory values to approx. $48 million currently to maximize working capital.• Major part of turn around team that resulted in first four profitable years in a row since 2005. Raised EBITDA from $(28) million loss in 2008 to a $22 million profit in 2010, a $20.5 million profit in 2011 $18.5 million in 2012 and $22.3 million in 2013 on reduced volumes and continuing to make sizable capital improvements in the business. These gains are largely based on my Six Sigma efficiency improvements, being aggressive on sales wins, right-sizing the business and maintaining the gains.

Responsible for the full financial controllership function for the AKsys USA business unit and for providing information required to drive the business. •Interfaced with all levels of financial and operational management locally and AKsys Mexico, AKsys Brazil and the parent corporation in Germany. •Actively engaged in business partnering with the other members of the leadership team. •Responsible for providing timely, accurate and insightful reporting to local and German leadership and other stakeholders as requested and as required to ensure key business issues are communicated and acted upon in a timely manner. •Provided analytical and pro-active business assessment information. •Led in the development of business plans to guide the company as it entered the Plastics automotive market and developed new products and technologies. •Ensure the establishment and maintenance of proper systems and controls in the business (SOX, GAAP compliance).Accomplishments: •Led improvements in operational efficiency that brought over $800,000 in savings to the bottom line in 2007. •Reviewed complete vendor list and reduced supplier spending by $200,000 by changing vendors in some instances or lowering pricing to gain competitive advantage. •Integrated a new ERP installation going from Pointman to SAP all in one to link USA, Brazil, Mexico, Poland, and Germany manufacturing locations to common system.

Managed all aspects of accounting and financial reporting for the Lab Equipment Products business units. •Major emphasis on specialty products custom manufactured to customer specifications within research segment•Responsible for improving efficiency of finance processes and procedures within the department. •Perform systems integrations within the Baan ERP system to ensure accurate data flows through the system. •Ensure general ledger account reconciliations are well supported with logical assumption and analytical support. •Support organization for key functional leaders in Asheville, as well as for Business Unit and Functional Leaders around the world.•Established well linked financial planning, analysis and forecasting processes for the Asheville area locations, including communication of monthly and quarterly performance metrics to relevant stakeholders. •Finalized completion of Sarbanes Oxley 404 remediation issues to 100% compliance with zero remediation issues from 2005 and 2006 PwC and Internal Audits. •Preparation, review and filing of SEC document (primarily 10-Ks and 10-Qs) •Preparation of footnotes to the financial statements and Management Discussion and Analysis. •Prepare and review technical accounting memos. •Monitor and assess the impact of FASB, EITF and SEC newly released guidance and prepare the corporate implementation plan.Accomplishments:•Purchase price for Kendro was adjusted by $7 million as a result of analysis and research of balance sheet and P&L items that were not validated from reference sale financials. •Finance staff of 20 was fully integrated into the organization. Staff was cross-trained on all positions and moved the close process from 8 days to 4 days.

Provided accounting and business support to Business Manager and various teams. This included cost system maintenance, capital investment management including request for investment (RFI) and return on investments, product line profitability reporting, normal and machine rate development, prime product costing for New Product Introduction projects, operational budgeting and analysis and capital asset forecasting. •Provided team lead support in overseeing costs on new product introductions on specific pilot builds•Provided accounting analysis for sourcing decisions for lower cost product solutions. •Performed research for NAFTA certification for Small Wheel Loaders assembled in Clayton in order to attain duty free status. •Financial representative on 30 different Six Sigma Projects. •Project Leader on four different Green Belt Projects focused on cost reduction. Accomplishments:•Saved Caterpillar 1.7 million in 2002 by researching and identifying cost saving measures to resource current components to other Caterpillar suppliers by utilizing a single source strategy where applicable. •Identified savings of over $700,000 for 2002-2003 by switching from the Charleston, SC port to the Norfolk, VA port where Cat receives approximately 15 containers a day. •Streamlined product cost verification cycle that resulted in departmental timesaving of 500 man-hours. The business services group was reorganized after that effort. •Performed in depth comparative/ROI analysis used to assist plant manager and product managers in strategic planning and business improvement initiatives.

Supervised between 21 and 43 technicians on various backhoe loader and small wheel loader assembly teams and 12 advanced technicians on material planning, ordering, and delivery of components to point of use. The job included scheduling, quality assurance, inventory control, and purchasing. •Led other facilitators to adopt Class A measures to maximize production efforts and profitability. The Clayton, NC plant was the first Caterpillar facility to achieve this recognition. As a result of the Class A initiative, the overall assembly defect rate dropped by 26%, daily build compliance was raised by 15%, and on time commercial ships have been at 100% to the present. Accomplishments:•Worked with over 60 suppliers to reduce lead times on components. The overall plant lead-time average was reduced from 43 days to 20 days with a savings of $3 million in component inventory in 1999. •Planned departmental budgets for assembly teams with overall responsibility for the operations roll up. Successfully reduced indirect materials expense by 12% from 1998-2000.