Ron Mccarter Email and Phone Number

Inventory assessment and financial statement adjustments. Provided correction and process improvements along with external audit support for material process weaknesses.

Responsible for accounting, costing, financial analysis and reporting for this diversified supplier of Aerospace components and systems in commercial and government applications for OEM and Aftermarket customers.Improved forecast process and established accountability for forecast and results for 3 business segments across 3 manufacturing sites, one of which is in Mexico.·Annual Earnings and Free Cash Flow improved to top tier levels for Curtiss-Wright business units during 2015-2017

Responsible for leading the development of consistent policies and procedures related to the global standard setting process and product line profitability and driving execution through the global organization. Designed and led implementation of new labor and burden variances providing consistent methodologies and definitions across all Oracle manufacturing plants within U. S., Mexico, Europe and Asia. Led the change in product line profitability to better leverage Oracle system and improve overall accuracy.

Responsible for the accounting, costing, financial analysis and reporting for 5 commercial vehicle plants (4 U. S. and 1 Mexican) with average sales totaling over $1.4 billion.Led finance and accounting reorganization and reduced headcount over a 2 year period by 30%, resulting in savings of $1M. Centralized Plant accounting function for improved control.With accounting team developed best in class, balance sheet review process for NA Truck sites.Formed inventory / cost accounting team to further develop key personnel and better support Mexican operation.Developed weekly reviews of actual versus forecast for key P&L metrics providing enhanced learning for new analysts and early detection of issues facilitating a more efficient month-end close. Instituted consistent plan / forecast development and actual reporting across plants and product lines.

Responsible for accounting, costing, financial analysis and reporting for 4 commercial vehicle plants with sales totaling over $800 million.Provided leadership for finance & accounting department turnaround via timely submission of actual results, streamlined forecast process and responsive business analysis.

Responsible for accounting, costing, financial analysis and reporting for 2 commercial vehicle plants with sales totaling over $325 million and 700 employees.

Responsible for accounting, costing, financial analysis and reporting for a diversified commercial vehicle plant with sales of $100 million and 400 employees.In partnership with Site Manager, provided leadership for multifunction team responsible for $4 M profit turnaround. Reestablished the credibility of accounting and finance department by providing timely analysis of operational issues and performance. Reorganized department to regain control of the payables function and refocus on other problem areas. Streamlined financial closing process virtually eliminating overtime.

Coordinated forecasting, budgeting and performed business analysis for Technical Filament which included 2 business segments and 5 plants with total annual sales of over $200 million in North America.Initiated efforts to reduce first quality inventory from 60-day historical levels to less than 40 days thereby eliminating one outside warehouse and total inventory carrying costs of over $1 million. .Led the business reporting improvement team, which implemented a user-friendly budget and departmental expense reporting system.

Prepared forecasts, budgets and performed business analysis for U. S. Packaging Resins. Managed the global financial analysis for this $500 million business. Initiated a new reporting system to include global operations. Led training and rollout efforts. Developed new contribution system (by manufacturing line and by customer) for key business decisions enabling business leaders to have an on-going scorecard for margin improvement initiatives.

Coordinated the financial and capital appropriation budgets and analyzed potential appropriation requests, including major expansions.Developed reporting requirements providing consistent operating results and key data for decisions related to this business with 3 U.S. plants, 1 in Canada and 2 in Mexico.

Responsible for plant actual performance reporting, plant plan development and supervision of accounts payable, payroll, sales invoicing and cost accounting. Direct/indirect reports included nine professionals and ten clerical. The Spartanburg plant was one of the world's largest polyester plants.Reorganized department for more efficient operations, significantly reducing departmental overtime.

Supervised the sales invoicing and cost, inventory, and special projects accounting.Designed cost reporting for accounting and manufacturing for new system implementation.