Jeff Carney Email and Phone Number

Reporting directly to CFO. Lead, coach, and develop team of 13 consisting of Managers, Plant Controllers, Analysts, and Accountants covering Corporate Accounting, FP&A, and Plant Controlling.

Reporting directly to CFO. Lead, coach, and develop team of 5 consisting of analysts & accountants. Team is responsible for detailed annual planning, rolling quarterly forecasting, monthly integrated business planning (IBP), and historical & ad hoc financial analysis to provide Finance Counsel.

Finance Manager of the US Plant Analyst Center (PAC):Lead team of 4 Supervisors and 33 Plant Financial Analysts supporting >80 manufacturing plants (>$10 Billion production value), covering 3M’s US Manufacturing Operations. The Plant Analyst Center (PAC) mission is to be a leading organization driving achievement of plant financial goals every period, providing accurate and impactful information, and driving business transformation efforts in the plants – leading to successful SAP implementations. Our Guiding Principles are:--Compliance and integrity first--Be the proactive "right hand" to the plant manager--Provide counsel to reach 3M's business goals--Data accuracy at the source--Standardize best practices across plants--Maximize time in plants--you have to be present to contribute--Provide leadership in Business Transformation and successful SAP implementations--Training and development of ourselves, 3M Finance, and our clientsMajor Learnings/Development: Executive Influence & Conflict, Repeatedly Doing more with Less, War Room development, Company-wide standard reporting/processes, Working with External Audit, Qlikview--Leader in creating the first US Plant Analyst Center from conception (Feb ’14) through foundation (May ’14), and led team through significant organizational change by filling 23 positions through Dec ’15.--Led team through changing the mindset in plants and headquarters in St Paul to shift from traditional means of analysis to focus on new standard cost analysis, resulting in improved decision-making.--Influence & interact with Manufacturing (SVP, VPs, Directors) & Finance (CAO, Directors) Executives.--Recap Monthly US COGS performance to Manufacturing & Finance Executives and provide a forward outlook with recommendations to balance production, spending, and inventory with US & Int’l demand.

Finance Manager of the Industrial Manufacturing Finance Group:Lead team of Financial Analysts supporting 45 manufacturing plants (>$2 Billion production value) whose objectives are to improve Finance Counsel and support Lean Six Sigma, prepare for SAP Implementation, increase Data Accuracy, assure Compliance, establish Standardization & Efficiency of Processes, and to Train & Develop our team, Finance as a whole, and our non-finance internal clients.Major Learnings/Development: Create a new Organization, Develop mission & objectives for organization, Supervisor Coaching, Lean Six Sigma--Responsible for leading, coaching, and developing 16 Financial Analysts and 1 Supervisor.--Leader in creating the first Industrial Manufacturing Finance Group from conception (Feb ’12) through foundation (Sep ’12); recognized as a successful model when expanded across the US with PAC creation.--Provide Financial Counsel to the Industrial Adhesives & Tapes Division Manufacturing Director.

Finance Manager in the Industrial Adhesives & Tapes Division:Lead team of Financial Analysts supporting 10 manufacturing plants (>$1 Billion production value) and full P&L responsibility for 5 of the 6 business units (>$2 Billion in Sales) in 3M’s largest division.Major Learnings/Development: Plan & Implement a Reorganization, Manufacturing Finance, Working with Executives--Responsible for leading, coaching, and developing 5 Financial Analysts.--Led team through reorganization separating finance counsel from manufacturing finance to allow for specialization around more standardized activities.--Provide Financial Counsel to the Industrial Adhesives & Tapes Division Manufacturing Director.

Accounting Supervisor in the Industrial & Transportation Business's Business Accounting Center:Business Accounting Center Supervisor for multiple divisions, managing accountants for 9 of the 10 Industrial divisions as roles shifted over time. Ensure accuracy of financial statements and drive change and efficiencies in analytical and operational processes.Major Learnings/Development: Technical Accounting, CMA, Monthly Close, Inventory Revaluation, Coaching, Proper Delegation, How to hire/fire, Post-ERP Implementation Process Improvement, Process Standardization, Project Management--Responsible for leading, coaching, and developing 6 Business Accountants.--Assumed accountant role for Personal Care Division allowing for 1 headcount reduction.--Implemented several standard processes across entire Business Accounting Center improving efficiency.

Financial Analyst in the Automotive Division:Responsible for forecasting and planning, control of assets, and financial counsel with full P&L responsibility for the Structural & Composite, Attachment & Sealing, and Professional Markets businesses (>$300 Million in annual global revenue), financial support for the US Sales & Marketing Director in the Detroit Automotive Market Center, as well as the corporate Fuel Cell program.Major Learnings/Development: Detailed budgeting and FP&A, Cross-functional teamwork, Gate review process, Custom metric/KPI development, CAPEX Reviews, Tough division during tough times (Automotive Division in Global Recession)--Took over analyst role for Structural & Composites allowing for ½ headcount reduction.--Developed standardized country and global monthly penetration measurements for the Automotive Division, which became a primary growth metric for the division.--Created “OEM P&Ls” for major Automotive Manufacturers to better understand profitability by client.

Financial Planning Intern for Burger King Central Europe in Munich:Updated and created various daily, monthly, annual, and custom financial reports.

Regional Sales Representavie for international ocean containerized transportation services:Managed contract negotiations and maintenance for import and export accounts in the southeastern US through coordination with pricing departments in Taipei, Trieste, and New York.Major Learnings/Development: Thick skin, Negotiations, Client expectation management, Keep going when all hope seems lost, You’ll never know unless you ask for it--Increased annual revenues from $120,000 in 2002 to over $10,000,000 in 2004.--Successfully negotiated/closed 29 annual contracts, leading the southeastern region in new accounts.--Awarded the top junior sales representative award at national meetings (2003 & 2004).