Retired

Developed and managed $486MM budget with 3 business areas: pulp mill, 2 paper machines and 9 converting assets. Developed and executed mills’ operational plans as well financial reporting, analytical review, forecasting and purchasing. Led Finance and Purchasing/Stores with 7 direct professional reports and 35 support staff.Achieved cost reduction of $8MM above a target of $29MM with key success in manufacturing excellence, raw material consumption, maintenance costs and specific costs reductions while achieve the best year in manufacturing performance. Improved forecasting accuracy to within 1% of total costs in Q3 & Q4 which enabled company to achieve 2 consecutive quarters of meeting its targeted EBITDA. Installed new timekeeping system reducing use of timecards, increased overall controls, allowed for greater visibility to daily labor cost, and developed enhanced reports.Rebuilt Finance team after major turnover improving morale, job satisfaction, and staff development opportunities.Created value added reports including manning report compared to plan, labor trending reports, variance analysis, and raw material usage variances.

Leading producer of superior technical specialty papers and towel, tissue, soap and dispensing products for the away from home market. Led $410MM, multi-site business unit consisting of broad portfolio of specialty products sold directly to Fortune 1000 customers. Key accountabilities included financial reporting, mill profitability, sector reporting, cash generation, and development of strategic and business operating plans for four business sectors. Managed Finance, Credit and Accounts Payables with staff of 8 professionals and 15 clerical.Negotiated and finalized sale of Converted Products division recovering all reserves and improving net income by $1MM. Improved sales margins by 5% in collaboration with sales group through customer contract revisions and negotiations. Guided company through several information system implementations and improvements through project sponsorship and leadership. Improved new product development by 8% in operating margin through increased visibility of opportunities, new tools, and improved metric reporting. Reduced freight cost by $1.6MM (10%) through collaboration with customers on mode of transportation and decoupling of freight.

Controller - Port Edwards/Nekoosa, WI (2004 to 2006)Oversaw $330MM budget with 3 manufacturing sites, 2 pulp mills, 7 paper machines and 8 converting assets. Developed and executed mills’ operational plans as well financial reporting, analytical review, and variance analysis. Managed staff of 8 professionals and 11 unionized clerical.Reduced timeline for budgeting by 50% Executed mill re-organization plan including manning and staff reduction by 25%. Project lead on system conversion from JD Edwards and legacy systems to SAP.Controller - Port Huron, MI (2000 to 2004)Oversaw $120MM budget with manufacturing site consisting of 4 paper machines. Developed and executed mill’s operational plan as well financial reporting, analytical review, variance analysis, cash generation and return on capital employed. Managed group of 13 professionals from Finance, Information Technology and Scheduling.Achieved continuous 18-21% return of capital employed by developing key performance indicators Improved operating results by $1.5MM by identifying several key non-capital improvement projects Implemented several information systems initiatives and reduced closing period by 50%. Manager of Financial Services - Port Huron, MI (1996 to 1999) Managed 6 professionals from Finance.Key area of responsibility included costing, budgeting, payroll and payable processing. Senior Internal Auditor - Ottawa, Ontario (1990 to 1995) Managed audit services for $800MM, multi-site business units. Participated in due diligence process on all acquisitions which included one paper mill ($350MM), three sawmills (ranging from $3 to $50MM), and several fact-finding initiatives. Achievements included saving over $2MM on acquisitions as part of due diligence process, $300K savings by initiating better receiving procedures for chemical unloading, $500K on R & D tax credit reviews, $100K annual savings on audit fees.

Supervised team members during audits. Performed audits, reviews, tax returns and forecasts for clients.