Michael Eberhardt Email & Phone Number

Mesa, AZ, US

Mesa, AZ, US

Charlotte, North Carolina, US

Responsible for providing all forecasting, reporting and financial analysis for the the $5B D&S sales channel organization.

Charlotte, North Carolina, US

• Responsible for all financial reporting requirements and processes
• Led all financials activities of $180M acquisition of Rocky Research – including all evaluation analysis, integration activities, and implementation of financial reporting processes and controls.
• Given COVID implications, redesigned all financial management and reporting processes while also improving detail and accuracy of OEM/SP SBU margin and Engineering revenue.
• Supported implementation of global finance database by driving reporting improvements and creating standardized templates / conducting training for business partners.

Charlotte, North Carolina, US

• Responsible for driving processes efficiencies, standardized work, and value-added partnership for the CBT support team. (Managed team of 17 Senior Analysts within US and China).
• Led multiple SRO system / process improvements (Past Due Exit & Margin calculations, forecast accuracy Tableau site, edit / walk process, B&T calculations) with purpose to improve input efficiency and to increase.
• Worked extensively to develop, socialize, and implement "equity based" CBT support model to help drive organizational structure with entire Aero FLT. Led efforts to develop and implement organizational HC changes.
• Leader of multiple projects involving Total Aero forecast processes (e.g. ALT SRO reviews, K2 forecast improvements, Demand Firming analysis).

Charlotte, North Carolina, US

• Responsible for Global financial reporting requirements and processes ($2.9B revenue, $0.7B profit, $0.5B FCF, $0.3B in average WC). (Managed local team of 5 colleagues and 4 India support team members)
• Served as acting CFO for Advanced Materials for period of 4 months
• Created new AM FP&A team and established key processes that enhanced and streamlined financial reporting of working capital, regional sales, and price-volume reporting tools.
• Significantly expanded forecast analytics to measure working capital and FCF performance and led efforts to transition ongoing management responsibility to commercial team leaders.
• Developed changes to annual 5 year strategic planning process that improved efficiency and quality of output by eliminating inefficient data requirements and improving understanding of team responsibilities.

Charlotte, North Carolina, US

• Responsible for all financial reporting requirements and processes for Industrial Products, Nuclear, and Structural Enclosures segments ($0.3B in revenue, $0.1B in profit).
• Developed and maintained financial investment models in support of strategic launch of Solstice® product portfolio that assessed internal production vs external sourcing options.
• Conducted financial modeling to evaluate joint venture agreement in China, and then subsequently established key financial reporting & tracking processes.
• Led business discussions directing sourcing and production options for key products given inventory issues and expected demand.
• Thoroughly managed development, transition, and implementation activities of organization’s primary source of financial data (Essbase to Business Objects) to ensure successful implementation.

Greater Chicago Area, IL, US

• Led team of 4 colleagues that provided comprehensive financial management of US & Canada commercial indirects ($240M, 150+ cost centers) and North America IT financial management ($43M). Led efforts to integrate roles.
• Successfully created organizational and financial reporting structures, streamlined supporting processes, and implemented roles / responsibilities for newly defined team required to operationalize a 33% reduction in.
• Established comprehensive tracking of key cost items and drove rigorous evaluation of costs that resulted in more accurate forecasting, improved budget target process, and increased visibility of opportunity / risk.
• Successfully designed and executed structure with 3rd party organization based in India to provide direct financial support of IT cost centers and to complete corresponding reporting requirements for global IT.
• Managed capital investment process related to IT systems ensuring that all spending proposals had rigorous business and financial review, cost projections were continuously monitored, and expenditures were.
• Proactively restructured Cadbury cost center structure, and accounting and budget processes to successfully integrate into Kraft’s reporting / management structure.

• Responsible for leading all US commercial financial reporting requirements within Cadbury ($1.1B in net sales, $.2B in profit) which included P&L / balance sheet, capital, and all financial forecasting / budget /.
• Generated US commercial financial reporting results and directed planning processes with detailed analysis / commentary regarding key business drivers to Finance leadership team, senior management, and Global HQ.
• Led finance integration efforts to combine US and Canada entities by aligning general ledger account structures and developed revised financial reporting processes.
• Directed transformation efforts of internal financial system (Hyperion Essbase) and aligned it with other financial reporting systems (e.g. SAP / HFM), which enabled organization to coordinate all financial planning.

• Provided direct financial management support for Channel Field Sales Team, which consisted of 34 individuals supporting 140 different accounts ($250M in sales, $23M in trade funds, and $16M in indirects). (Managed.
• Enabled channel implementation efforts to an accrual-based trade promotion structure by leading training activities and actively participating in account presentations (e.g. SuperValu, Winn-Dixie, Hy-Vee).
• Documented and initiated financial processes in support of the management of front-end rack investments that was utilized by the entire Field Sales and Sales Finance organizations.
• Led multiple sales finance process improvement activities (e.g. sales target development, redesign of trade funds system, creation of channel P&Ls) which increased organizational efficiency and reporting capabilities.

• Provided direct financial management support for Channel Field Sales Team, which consisted of 50 individuals supporting 190 different accounts ($360M in sales, $30M in trade funds, and $12M in indirects).
• Implemented supporting business processes, established management reports, and actively met with retail customers (e.g. Ahold, Kroger, Winn-Dixie) to reduce trade promotion over-spends by $1.5M and suncare returns by.
• Created reporting structure for sales and displays that tracked forecasting accuracy and business performance that resulted in process efficiencies and improved management visibility.

• Led team of 3 individuals who were responsible for providing financial leadership and support to entire field sales force and regional sales finance personnel ($1B in net sales, $100M in trade promotion budget).
• Implemented new category trade structures in order to maximize impact of customer trade funds and led efforts to prioritize and allocate HQ discretionary trade funds to customer teams given business / strategic.
• Initiated and executed improvements to trade promotion structure / tracking system (Siebel) ensuring compliance with all accounting requirements (e.g. FASB EITF 14 and 25 rulings, SOX) and legal requirements.
• Generated monthly and annual sales targets, secured senior management approval, and administered roll-out of targets to entire field sales force.
• Established structure and supporting processes to develop, track, and report account P&Ls that resulted in process efficiencies and increased understanding of business drivers impacting customer profitability.

• Provided “CFO” support to OTC Marketing organization for all financial matters including results reporting, forecasting, and budgeting ($200M in net sales, $28M in consumer promotion budget).
• Created, communicated, and implemented new processes & financial models, which enabled Marketing organization to more efficiently track and forecast all consumer advertising and promotional activities.
• Instituted process changes to organization’s LE forecasting process which streamlined roles / responsibilities and more effectively identified key planning assumptions.
• Revised analysis to better quantify returns liability in order to determine appropriate provision and reserve requirements, which was approved by senior management as well as external auditors.

• Business Planning Manager (1996-99) – tracking / forecasting / reporting of business performance
• Operations Manager (1994-96) – management of $1B capital (fixed asset) portfolio
• Senior Financial Analyst (1992-94) – provided financial support for asset / capital management organization
• Material Planning Analyst (1990-92) - material planning and inventory management

Mba, Management

Bachelor Of Science, Business Management And Administration