Responsible for General Accounting, Cost Accounting, Cash Management, Accounts Receivable, Accounts Payable and Payroll. Annual Operating Plan, Departmental Budgets, Bills of Material, Routings, Standard Costs. Variance Analysis, and Inventory Valuation. • Customer rebates were expensed upon annual and quarterly payouts, creating wild swings in monthly profitability. Automated a system to accrue smooth monthly expense to each sale, identifying customers for strategic growth, or renegotiation of relationship.• Product costing was outdated and not trusted. Regularly updated the bills of material, labor and overhead costs, enabling competitive sell-pricing while increasing margins.• Freight out expense was high and misunderstood. Initiated in-depth analysis of distribution warehousing, executing on opportunities to direct ship and increase margin.• Accounts payable vouching was slow and inaccurate. Identified suppliers to transmit digital batch invoicing, eliminating manual entry, and streamlining process.• Payments by paper check were manual and laborious. Transitioned supply base to electronic payments, allowing for digital, mobile approval of payments.• Journal entries and account reconciliations were hard-keyed, printed and unsupported. Implemented automated system to upload entries, digitally attaching support, and documenting segregation of duties, strengthening internal controls.

• Coordinated and prepared various financial analyses and reports, including annual budgets, quarterly forecasts and Board of Directors’ materials, among others.• Supported various elements of the monthly and quarterly accounting and reporting process across various subsidiaries including:• Preparation and distribution of pre- and post- month-end reporting schedules• Preparation, reconciliation and distribution of intercompany invoices among business units, ensuring proper business unit costs and allocations• Managed fixed asset ledgers and project cost schedules across business units.• Provided data analysis support on strategic initiatives across business units as requested.

Responsible for General Accounting, Cost Accounting, Accounts Payable and Payroll.Annual Operating Plan, Departmental Budgets, Bills of Material, Routings, Standard Costs.Capital Expenditures, Product Development, Variance Analysis, and Inventory Valuation. • Division was incurring $3 million per year in under-absorption. Identified unaccounted for labor benefits in standards costs, reducing variances to under $0.1 million per year.• Missed sales targets for several years because of two days of physical inventory per year. Drove new cycle count program, tested out of physicals, and exceeded sales targets.• Excess and Obsolete inventory was under-reserved for, and inconsistently handled across 3 plants. Authored corporate inventory reserve policy, driving true excess inventory down.• Product designs were either too heavy, or too weak. Helped develop revolutionary hybrid HTEC product, growing sales by $1 million per year, and margin by $0.5 million per year.• Top customer, John Deere, had negative margin. Met with customer to illustrate reasonable cost increases, getting first price increase in 8 years, and driving positive margin.• Sales and inventory needed to grow to improve profitability, without adding equipment. Helped establish 24/7 production and warehouse, increasing sales by $10 million per year.• Out of capacity and landlocked, company wanted to grow further. Company built new facility in Oconee County, South Carolina. Helped set up financials, Plan and training Operations.

Corporate Finance Manager, Indianapolis/Ft. Wayne, IN, Jan 2009 – May 2010Responsible for the financial support of a corporate-wide project for supplier-based tooling. Capital planning, forecasting, negotiation, approval, purchasing, payment, capitalization, depreciation, transfer, attestation and sale of all supplier-based tooling for $15 billion public company. • External Auditors cited several major control gaps for supplier-based tooling across 8 plants. Plant Controllers were hamstrung with no physical access to assets off-site at suppliers.• Helped drive a corporate-wide implementation of PeopleSoft modules to centralize, digitize, streamline and automate processes. Closed audit gaps, freeing up Controllers to add value. Controller, Union City, IN,​​​​​​Oct 2005 – Jan 2009Responsible for financial leadership of newly acquired Workhorse Custom Chassis company. Strategic planning, market share, annual operating plans, forecasts, weekly General Accounting, Cost Accounting, Accounts Payable, Accounts Receivable and 401k Audit. Annual Operating Plan, Departmental Budgets, Bills of Material, Routings, Standard Costs. Capital Expenditures, Product Development, Variance Analysis and Inventory Valuation. • Parent company internal audit revealed major Sarbanes-Oxley control gaps. Developed a team of technical experts to train operations team, remediating 115 SOX gaps in two years.• Economic downturn squeezed profit and cash flow. Led a team of sales managers to price overstocked finished goods at variable cost, freeing up $10 million in cash flow.• Sales growth with commercial accounts were stalled. Helped launch a joint venture (JV) with Monaco Coach, securing guaranteed premium recreational vehicle business.• Acquired company staff was unfamiliar with SEC and GAAP requirements. Trained and upgraded finance team, properly restating previous 10-K and 10-Q’s on a timely basis.Corporate Senior Financial Analyst, Lisle, IL, ​​​Mar 2004 – Oct 2005