Robert S. Munck Email & Phone Number

Franklin, Tn, Us

Lake Forest, Ca

Managed all aspects of financial reporting & controls, facilities, human resources & payroll, taxes, cash management, banking, accounts payable & billing, accounts receivable, risk management & insurance.• Revamped the entire internal monthly and quarterly closing process which led to a 5-day improvement causing the Senior leadership team and BOD to get relevant financial data faster so timely decisions could be made,• Reduced inventory write-offs during physical inventory by 45% by implementing cycle count process. Led the yearly Physical inventory process.• Prepared and maintained the yearly budget and rolling 3-year strategic plan with updated quarterly reforecasts. Presented financial status at the quarterly board meetings which included Actuals vs Budget/Fcst, cash forecast, inventory levels, and any ad hoc requests from the BOD.• Maintained the cost model of our products- (past, current and future costs). Made necessary changes to costs and added new items when applicable.• Negotiated new 5-year office lease renewal saving SemiQ 250K over the term. • Led ERP selection and implementation of OptiPro ERP system to improve efficiency and accuracy of Supply chain, financial reporting and warehouse management.• In charge for maintaining data room content for potential investors. Investor slide deck matched backup/data.• Maintained SemiQ capitalization table-including stock option grants and vesting table, sale of Preferred A & B series stock to employees and common stock issuance.

• Integration of newly acquired companies into Advantage’s financial procedures and process. Designed stop gap process for inventory reconciliation necessary until full integration into Dynamic AX.• Brought cash flow, profitability by association and cost models current as they were 3 months in arrears.• Identified pain points in closing process and implemented processes to improve closing time such as implementing the manager allocation % by association tracking model and streamlining reconciliations.• Verified inventory balances from recent acquisition of Medtech/Bledsoe and Viscent including opening balance rollback to acquisition date. Provided guidance on what items Breg should take on as viable inventory and which items were excess and obsolete which lowered the purchase price by 700K.• Performed quarterly E & O analysis for all Breg Companies while improving analysis by implementing a shelf life component and uncovered that E & O was under reserved by 1.9M on 24M of inventory.• Worked with IT to automate E & O reserve calculation which gave you an instant view of current reserve requirement which eliminated 7 to 8 days of monthly preparation time for analysis.

San Clemente

Owners decided to shut business downResponsibilities include all aspects of financial reporting & controls, human resources & payroll, taxes, cash, banking, accounts payable & billing, accounts receivable, risk management & insurance. Manufacturing responsibilities included production & customer delivery schedules, accurate BOM including costing, overseeing all aspects of work orders process, accurate inventory and valuation. Key accomplishments included:• Overhauled and professionalized the entire internal and external financial reporting and process controls. Developed system processes for accurate invoicing, budgeting, forecasting, cash management, payroll and disbursements. Responsible for the selection and implementation of cloud based SysPro ERP system from Quickbooks enterprise. Implementation timeframe was 6 months from selection to "go-live".• Implemented all processes from the accounting and operations side relating to manufacturing work orders from opening to closing to variance analysis. This includes complete process flow and transactions of raw materials to sub-assemblies to finished goods.• Minimized E & O write-offs by 85% and reduced inventory levels by15% by instituting monthly physical inventory counts in conjunction with bi- monthly production meetings with the manufacturing and accounting groups.• Developed compensation and benefits package to attract "A" talent. Wrote employee handbook to describe company's human resource policies, procedures and benefits. Researched, evaluated and selected Medical, Dental, Vision and Chiropractic plans for Freedom employees where no existing plans were in place.• Slashed month and year-end close timeframes by 5 days. • Managed the tax preparation of all tax returns for the INC and LLC companies with outside CPA firm.

Lake Forest

Company was sold

Preparation and analysis of financial statements while managing 14 accounting managers to ensure that all general ledger transactions are properly recorded and analyzed so management could have accurate data to make timely operational and strategic business decisions. Responsible for 14 direct reports while reporting to the SVP of West Division and Corporate CFO. Improved and aligned the internal controls and processes of 14 service centers which enhanced the performance of the $105M Division. • Continued process improvement on aligning all 14 service centers to follow the same procedures and processes by working with each of the general managers and accounting managers to improve the accuracy and consistency of each process such as each service center was calculating payroll accruals, commissions and charge backs differently causing financial variances between actuals and budgeted amounts.• Accountable for setting up and coordinating the annual budgeting and forecast process for the 14 service centers in the west division including capital and fleet budgets, department budgets and related headcount.• Provided revenue and cost analysis by line of business to evaluate the gross margins and profitability of the market segment such as plumbing, drain cleaning, sewer repair and water filtration.• Developed daily KPI reports which showed daily sales broken by commercial and residential, # of calls, # of trips, # of money trips, Avg. $ trip and backlog allowing management to focus on the bottom performing service centers.• Established new reports for the general managers allowing them to have better visibility into their service centers which in turn resulted in better decision making and profitability at the service centers allowing some service centers to improve as much as 5% in Gross Margin. These reports included the daily call tracker, profit planner, division ranking report and the sales tracker.

Analysis, interpretation and presentation of financial statements while leading an accounting department of three to ensure that all general ledger transactions are properly recorded and analyzed. Reported to the VP of Finance / CFO. Responsible for improving internal controls and processes which enhanced the performance of $65M company.• Directed and coordinated the proper and timely recording of all financial transactions, month end closing of the financial statements for Cal-International and 86 Pick Up Stix stores allowing executive management to have accurate data to make timely and meaningful business decisions. Including monthly board presentation for CFO showing monthly financial performance and key metric measurements.• Held instrumental role in the reduction of Cal-International excess overhead by 96.5%, from $77K to $2.7K per month by increasing case production per hour while reducing the production hours. Developed reporting tools that were used daily allowing better visibility to the leadership team so that necessary actions could be taken quickly which impacted the financial statements.• Improved the monthly inventory write-offs by 90%, from $100K to $10K per month, by implementing processes and procedures relating to cycle counts, monthly P.I.'s and inventory transactions as it related to Cal-International, the manufacturing company that produced the proteins, sauces and produce for the 86 Pick Up Stix stores.• Completed variance analysis of monthly P&L from Revenue and COGS to expenses, Actual vs. AOP vs. Quarterly Forecast comparison including year over year comparison for MTD and YTD ensuring accurate financials; investigated areas with abnormal trends.• Ensured prompt weekly close of store inventory, accurate reporting of weekly revenue and COGS including variance. Investigated any store anomalies and made necessary adjustments.

Led team of 5 Accountants and Analysts Worldwide. Reported to CFO and VP of Operations. Responsible for $52M Operations budget worldwide in a $550M company. In charge of all aspects of cost accounting, inventory and manufacturing variances as it related to month end closes including monthly, quarterly and annual analysis and forecasting.• Coordinated the integration for all acquisitions to the QLogic processes and methodologies relating to inventory, costing and manufacturing expenses. Included but not limited to analytics on overhead rate, E & O, scrap, warranty and revaluation.• Prepared product margin, manufacturing spending and manufacturing variances analysis on a monthly and quarterly basis. This also included budgeting and forecasting on a monthly, quarterly and annual timeframes for World Wide manufacturing departments with expense budget of $40M and capital budget of $12M equipping the VP operations and CFO with necessary information to make operational and company focused business decisions.• Set, maintained and analyzed standard costs for a $550M company with 6 different Lines of Business (LOB). Provided senior management updates of any irregularities of standard costs which would affect standard margins for all LOB’s.• Recognized as key contributor in implementation of low cost manufacturing and postponement site in Ireland which included facility, employment and product cost analysis.• Instituted and enforced documented processes and procedures in the cost and inventory areas which allowed the company to pass Sarbanes-Oxley certification.• Assisted in preparation of monthly financials, 10Q, 10K and Board of Directors updates. Produced Cash Flow Statement, Stockholder Equity analysis, reconciliation of company’s stock option program resulting in accurate financial statements so executive management could make informed business decisions which increased our shareholders value.

Spun off Qlogic Corporation

Bachelor Of Arts (B.A.) In Business Economics, Accounting And Business Economics

Bachelor Of Arts (B.A.), Business/Managerial Economics