Managing Finance Team of 5 for family owned business. Created agile team and continuing to lean our Finance functions reducing man hours and incorporating quality control on the reporting process. Utilizing Great Plains ERP system, creating standard work & work flow for different functions throughout the company.

Family business we started in 2014. We source our dry reds from family winery in Lake County CA (Gregory Graham vineyard). Family has been in the grape/wine business since 1902. Lisa my wife is following in her father's footsteps as a wine maker - hence the name Filia (meaning 'daughter' in Latin or Itallian). Wadsworth OH location is a production facility, tasting room, and now an event center. We are open year round.

● Responsible for financial close and reporting. Direct reports: 1-3 team members● Automated close process to day 1 P&L reporting and day 3 close● Managed banking and auditor relationships● Implemented account reconciliations, process to review, and time tables to complete; as well as, additional controls for bank and audit compliance● Managed and forecasted cash for bank covenant compliance● Mitigated risk by creating standard work and work flow for Controller and other positions● Created ‘what if’ model for forecasting and budgeting● Managed down working capital individually and as a team member

Managed staff of 5 to close books in a timely accurate fashion. Reviewed data to recommend to senior staff possibilities for higher margins by either increased prices or cost containment. Utilized Shared Services for AR & AP combined with inventory management for working capital improvement.● Reduced Payroll processing time by 98% from 20 hours to 20 minutes.● Reduced monthly close process from 5 days to 3 days, and eliminated Controller standard work for Day 2 which allows for quicker analysis and review.● Created monthly forecasting tool to incorporate feedback from sales and manufacturing to include top line, COGS (based on backlog), manufacturing expenses, & capitalized variances.● Documented all fixed assets by including photos, invoices, and physical addresses.

Managed staff of 5 to ensure correct costs, accurate reporting, and management of fixed assets for 4 divisions.● Completed all close tasks and analysis during reduced hours experienced during down turn in the economy.● Implemented team cross-training, documented standard work, and work-flow..

Oversaw supply chain of incoming raw materials, scheduling to demand, & inventory in distribution warehouse utilizing a pull system with an emphasis on fill rates, decreased inventory, turns, and reducing excess and obsolete materials.● Reduced inventory by $40M with implementation of a 'lean pull system'. Results were a direct report named 'Man of the Year'.● Increased on time delivery from subsidiaries in China, Italy, Mexico, Australia, and Canada.● Reduced Excess and Obsolete material by 25% through discounted sales, rework, and scrap.

Managed staff of 5 with a focus on 'On Time Delivery', reduced inventories, and decreased lead times.● Increased inventory turns to 4 from 1.2 by product rationalization and reducing obsolete inventory. Slow moving excess was sold to a 3rd party provider for slow moving products.● Linked 3rd party data base to company's SAP. This decreased the number of phone calls to customer service and improved customer experience overall.

Created reports utilizing new SAP system, facilitating the close process by providing information faster and more accurately.● Appointed Finance SME● Implemented Six Sigma Cycle Count program that resulted in $330K annual savings● Created all costing reports satisfying internal and external reporting requirements.● Created management reports including sales, sales analysis, inventory, production and variance analysis.

Utilize SAP to monitor and control the mfg portion of the P&L. Responsible for setting up many of the reports that are still being used today. Focus areas: Inventory Control, Excess & Obsolete, Scrap, Variance reporting, Purchase Price Variance, Cost forecasting utilizing current costs to maintain margins.

Responsible for the profitability of the Cincinnati plant. Created KPI metrics and trained staff to drive performance. Insturmental in ealuating the change over from oven to light drying in metal decorating process. Created standard metrics to roll out to other divisions. Evaluated product line profitability.