Matthew Ellis Email & Phone Number

Everett, Washington, Us

Everett, Washington, Us

Everett, Washington, Us

Led Fluke’s Corporate FP&A and Operations Finance teams

Everett, Washington, Us

Managed team responsible for internal and external corporate forecasting/reporting (Full P&L, Working Cap, Capex, HC)- Refined Fluke’s corporate FP&A forecasting process; identifying gaps, implementing innovative solutions, and driving transformational change in many processes that had gone untouched for years- Created robust Opex and Orders/Revenue reporting tools that enabled management to drive and track Covid-19 actions throughout the organization and target commercial initiatives that have helped enable 2021 operating margin expansion despite a considerable decline in volume and a strong bounce-back to topline growth in Q421/1H22- Led the Fluke org re-design process, partnering with key FP&A stakeholders to successfully implement a comprehensive transition from Business Unit structure to Regional/Product structure- Worked with Hyperion administrator and prior Corp FP&A Manager to successfully complete migration from Oracle’s Hyperion Essbase to the Hyperion Planning ERP system, enabling significant productivity increases throughout Fluke

Everett, Washington, Us

Relocated to Everett, WA to manage the financial reporting and forecasting for Fluke's Industrial Group business unit (IG); 50% of Fluke's annual sales- Cultivated strong partnerships with members of IG's leadership team, including VPs of Engineering and Marketing, Director of Project Management, and VP/GMs of the three IG BUs: Service & Installation Tools, Analysis & Diagnostic Tools, and Industrial Imaging- Successfully countermeasured 100% of risk from a major supply chain issue as lead finance member of a cross-functional team; created versatile what-if scenario modeling that accurately sized risk and enabled dynamic allocation of limited product, maximizing revenue and margin- Partnered with project managers on the development and financial modeling for several successful new product launches including the revolutionary ii900 Sonic Imager, IG's most successful launch in over a decade- Leveraged the Fortive Business System (FBS) toolkit with my team to collect Voice of Customer (VOC) and institute daily management, standard work, and problem-solving strategies that have demonstrably improved processes, eliminated waste, and increased productivity throughout the business

Everett, Washington, Us

Managed team with oversight of the reporting, forecasting, inventory, cost, and payroll functions of Hennessy's finance department- Full P&L ownership: monthly forecasting, reporting of actuals / forecast to corporate, creation of 2016-2018 budgets- Partnered with Hennessy President and functional leaders to create innovative Operational Review presentations, daily/weekly productivity/spending/sales tools, and Policy Deployment KPIs that have directly impacted operating margins and helped Hennessy reverse unfavorable trends / achieve strong operating margin expansion- Created suite of reporting tools that extensively streamlined and simplified the previous reporting scheme and have enabled a level of forecasting and analysis previously unattained for both Operations and Sales- Developed pricing strategies and index-based models / contract pricing language for steel / lead wheel weight product lines that greatly reduced input cost risk tied to tariffs while increasing customer loyalty- Responsible for inventory and standard cost including planning and execution of successful 2016-2018 cost rolls and physical inventory counts at LaVergne and Bowling Green manufacturing plants- Identified gaps in Hennessy’s excess and obsolete inventory reserve process; created new standard work and cross-functional process which have closed the gaps / led to a sustained focus on reducing E&O inventory in 2018

Bangkok, Bangkok, Th

Directed the Planning, Controlling, and Treasury functions for the Afghanistan (RMAGA) operations of a highly diversified (Automotive, Power Generation, Heavy Equipment, Construction, and Fuel) infrastructure company- Strengthened cross-cultural and leadership skills as the manager of a seven-person team- Owned all aspects of monthly close process: recording month-end journal entries/accruals, reconciliation of Balance Sheet accounts, review of revenue and expense accounts, final general ledger close, preparation of financial statements (P&L, Balance Sheet, Cash Flow), and monthly presentation of results (YoY, Sequential, vs. Budget) to RMAGA leadership- Led the presentation of RMAGA’s 2013 YTD financial results and 2014 budget to the RMA Group CEO and Executive Committee in Bangkok; led monthly financial telephone presentations to the Group CFO and his team in Thailand- Established cost and expense controls, instituted robust purchasing procedures, and was a key planner of an RMAGA restructure that were instrumental in lowering monthly expenses by over 46% and galvanizing net profit from a loss in 2012 to a substantial profit in 2013 with strong forecasted profitability for 2014- Instituted monthly reporting of Fixed Assets and Inventory by account/type that enabled and motivated management to make the business decisions necessary to decrease Fixed Assets by almost 50% and inventory by 27% in 2013- Partnered with division managers to facilitate the bidding process on several high-profile government and commercial tenders

St. Louis, Missouri, Us

Analyzed, forecasted, and reported financial results for Belden's Broadcast & A/V (BAV) business unit- Presented BAV’s monthly and quarterly financial results/forecasts to the president of Belden Americas and his leadership team- Designed automated financial reporting dashboards (using Oracle's Business Intelligence/Hyperion HFM and IBM’s BPCS/CEA applications), implemented across Belden Americas' business units, that track daily bookings, shipments, backlog, margin, channel inventory, point of sale (POS) data etc. by product line and distributor- Streamlined additional division-level financial analysis responsibilities including operating expenses forecasting/controlling and financial/operational targets analytics, enabling the division to reduce headcount and increase operating margins- Developed pricing strategies, supply chain processes, and SG&A expense tracking models as key member of several successful cross-functional teams- Built 2012, 2013 BAV budgets that conformed to revenue and operating profit targets by forecasting sales, margin, purchase price variance, and operating expenses and through comparative analysis of year-over-year/sequential volume, price, and mix

Charlotte, Nc, Us

Successfully executed two projects for Bank of America’s Retail Capital Improvement (RCI) team integral to the bank’s program to revitalize its retail banking center portfolio in 2011 and thereafter- Produced playbook designed to explain and clarify the best practice processes and prioritization methodologies that govern Bank of America’s RCI program; analyzed data for over 1000 RCI planned projects and developed criteria to determine which should be included in the budget for the 2011 planned project list

Englewood, Co, Us

Corporate Trainer (May 2007-April 2008): Created and implemented five day mortgage and sales training program for use with all new hires in the Retail Sales Department of a 600 employee mortgage bank- Determined aspects of the sales model most important for the development of top loan officers after brainstorming with the owners, branch managers, and sales managers; implemented training program in Assurity’s four regional retail branches- Introduced comprehensive training manual and supplemental materials that became mandatory reading for every retail loan officer and which contributed to Assurity’s retail record-breaking $1,000,000 revenue months of October and December 2007 Sales Campaign Specialist (Nov 2006-June 2007): Developed sales campaign designed to target a new segment of the mortgage market - Created inbound and outbound sales scripts, answers to frequently asked questions, and sales strategies enabling Assurity to roll out new mortgage campaign to departmental staff ahead of schedule; within seven months of full rollout, the campaign was responsible for over 50% of the Denver branch’s total revenueLoan Officer (Feb 2005-June 2007): Converted inbound calls into refinance sales through analysis of a client's mortgage situation, income, credit, assets, and goals- Recognized for sales accomplishments, finishing in the top 2% in sales production with over $450,000 in total revenue generated; twice named top revenue producer in the company; and was consistently a “top five” producer at the Denver branch

International Mba, Finance

Bachelor Of Science, Business Administration; Finance/Economics Option