Oscar E. Jimenez Email & Phone Number

Finance Lead for a lighting control equipment manufacturing company with key customers in the entertainment industry. The company generates annual revenues of $45M.• Executive team member responsible for decision making and implementation of companywide day to day operational, financial, and personnel related functions.• Daily review and management of cash activities.• Manage a team of five; Sr Financial Analyst, Cost Accountant, Staff Accountant and AP. Restructured the accounting team to improve collaboration and processes resulting in overhead cost reductions, efficiencies, and timely financial reporting.• Oversee the full scope of monthly GL close functions to include journal entries, variance, and monthly trend analysis.• In collaboration with HR, review group insurance plans for benefits enrollment period• Review monthly PL and BS results for accuracy.• Oversee annual 401K 5500 Audit• Oversee annual Hartford WC Audit• IT Department supervision.• Process the bi-weekly payroll for three entities in ADP.• Responsible for FP&A preparation and reporting• Developed Budget / Forecast to Actual comparison model.• Present Quarterly financial results to PE Board of Directors• Collaborated with HR executives to develop L&D opportunities for my direct and indirect reports, reducing turnover and increasing team member morale.• Key member of Canadian operations implementation team focused on payroll set up, local tax reporting requirements, local banking partnership and local insurance needs• SAP BU1 Implementation and roll out.

Chatsworth, Ca, Us

Finance Lead for a privately held contract manufacturer with annual revenues of $24M. Within the first six months, through operational excellence goals, identified $2.0M in potential cost cutting, reduction, and avoidance initiatives. $1.0M in costs to date have been eliminated through various loan restructures, department right sizing efforts, improvements in assembly line processes, elimination of outdated services or products, service contract renegotiations and continuous improvement initiatives. • Executive team member responsible for decision making and implementation of companywide day to day operational, financial, and personnel related functions. • Restructured the accounting team to improve collaboration and processes resulting in overhead cost reductions and efficiencies.• Responsible for full scope of monthly GL close functions to include journal entries, variance, and monthly trend analysis.• Responsible for AR, AP, GL, Bank & GL Reconciliations, Payroll, Inventory, Fixed Assets.• Supervise cost accounting department functions and reporting.• Manage the IT department functions.

San Diego, Ca, Us

Finance Lead for a manufacturing division of a company with global annual revenues of $2 Billion. Identified continuous improvement initiatives to streamline the close and annual operating budget process. Developed forecast model resulting in efficacy and developed expense report template to mitigate classification errors. • Eliminated overtime pay saving the company roughly $15K annually. Developed the best, efficient and cohesive finance team in the history of the company through effective leadership, mentoring and guidance. • Reduced overhead cost of $130K from headcount reduction through reallocation of duties. • Reduced monthly, quarterly, and year-end close process by 40% from 5 days to 3. These efforts were accomplished via a team effort and ongoing continuous improvement initiatives.• Member of the Continuous Improvement Committee. In one year, the company identified and implemented changes resulting in $500K cost reduction / avoidance.• Managed full scope of month-end close functions to include journal entries, variance, and monthly trend analysis.• Prepared consolidated PL and BS statements for the division with multiple business lines.• Controlled local treasury functions per corporate requirements.• Supervised cost accounting department functions and reporting.• Significantly reduced preparation and analysis time of financial statements from days to hours. Implemented XL Connect, an excel based interface to Epicor for real time reporting.• Launched a corporate credit card program to mitigate credit holds due to insufficient limits. This program allowed for real time credit limit changes, reduction in GL coding errors, and improved efficacy in the posting of monthly accruals.• Eliminated manual efforts in budget process thus improving the efficacy of data allowing for value added research and analysis opportunities. The budget model pulled data directly from Epicor (XL Connect) for YOY trend review to Budget.

Responsible for all FP&A consolidations, FX impact review and cash flow functions for division with $1 billion in annual worldwide revenues. Provided support to the financial reporting team for monthly review of variance analysis and corresponding commentary of actual to plan. • Managed the consolidation and review of by title and overhead data for 30+ territories.• Developed management reports for senior management review and approval.• Improved efficacy and real time reporting of global by title revenues, advertising and print expense compared to ultimate’s by eliminating manual data input. Collaborated with the IT department to pull and compare key metrics from SAP, EIS and Essbase. • Partnered and collaborated with Executive Management in the preparation of the 5-year long term plan.• Supported the financial reporting team during month-end close process with actual to plan variance analysis. Provided commentary for the FX fluctuations on actual to plan variance relative to volume and FX impact.• Played a lead role in the implementation of a new global theatrical system (Essbase); coordinated workshops and training for home office and territories.

Supported clients with all aspects of operational finance, operational budgets, and forecasts; monthly, quarterly, and annual financial reporting, monthly GL close, AR, AP, Fixed Assets, Inventory, treasury, payroll, coordinated annual operating plan, identified, and implemented process improvement opportunities.• Reduced the monthly financial statement and analysis preparation from 4 hours to 30 minutes by creating models for comparison of actual to budget.• Improved the annual physical count process from 2 days to 1 resulting in a reduction of labor and equipment costs. • Improved the accuracy of RD costs by developing an RD labor template to collect and consolidate labor by engineering project. • Improved Budget models to make the process more streamlined, more efficient and to eliminate redundancy.

Us

Responsible for the creation, development, and growth of the first FP&A department within WBPI. Integral in the hiring, development and mentoring of key FP&A employees. • Streamlined the collection, consolidation and review of revenue, advertising, and print costs by country in multi-currency reporting. Created a database in excel to collect data from global markets and summarized and extrapolated data through pivot table functions.• Improved the efficacy of loading budget journal entries thus reducing the loading and posting time by 20 minutes per journal. Created journal entry template to upload adjustments for multiple periods rather than a single period. • Developed model to reconcile budget data upload from corporate repository system to divisional budget control records at the entity level. • Created overhead reports by country to pull actual and budget figures in multiple currencies. Incorporated formulas to breakdown USD variances between volume and FX impact.• Supported the financial reporting team during monthly GL close process with actual to plan variance analysis. Provided commentary for the FX fluctuations on actual to plan variance relative to volume and FX impact.