Scott Nord Email & Phone Number

Kansas City, Mo, Us

Kansas City, Missouri Area

Responsible for all of the Finance and Accounting and IT functions and acts as the trusted advisor to the President of the company. Particpates in several cross functional teams and has active involvement in the HR and Materials Management functions.

Kansas City, Missouri Area

Served on the board of the Kansas City chapter of FEI for 4 years prior to taking over the responsibilities of the President's position.

Responsible for the Manufacturing, Engineering and Service functions and also provided oversight and guidance to the CFO who had responsibility for the Finance, HR and IT functions.

Responsible for all of the Finance and Accounting, Human Resources and the Information Technology functions.

Responsible for Finance, Accounting and Human Resources for this $100 million company. Assisted in and helped orchestrate the sale of the company to Bunzl and the subsequent spin-off of the Equipment division.

Took over all general accounting and accounts payable functions, which were in disarray, and just prior to a major systems upgrade. Eliminated two accountants on the staff due to poor performance. Took immediate steps to greatly improve the morale and performance of the department. Cleaned up numerous state sales tax problems. Inherited three ongoing sales tax audits, two of which will be resolved on favorable terms for Koch. Undertook and completed a massive clean-up effort in Accounts Payable, which had several years of unreconciled transactions pending on the books. Automated the sales tax exemption process, which had a material positive impact on earnings due to decreased risk associated with sales tax audits. Completed an extensive clean up of all asset and liability accounts on the general ledger. Completed a reconciliation and inventory of all of the company’s fixed assets. Automated month-end processes and reduced the time required to close the books from an average of 10 days down to 4 days.

Assumed complete financial responsibility for this newly acquired subsidiary of the parent company. Coordinated and executed all acquisition related accounting for the acquired company. This was complicated considerably because the acquired entity was split up into 3 different operating divisions of the parent. Managed the year-end audit. Was the finance team leader for the implementation of the ERP system. The Lenexa implementation was the most successful of the corporation’s eight site implementations. Was sent to Holland to assist the financial team with the implementation of their locations ERP system. Successfully implemented the corporation’s budgeting and reporting process on a timely basis. Made several enhancements to the month-end reporting package that were adopted by the other location’s within the corporation. Led the Lenexa location’s cash flow improvement initiatives, with resulting reductions in both A/R and inventory balances. Developed from scratch a presentation on training and developing a high quality staff that was presented at the company’s semi-annual Controllers Conference.

Established a financial budgeting, reporting, and forecasting process for the equipment manufacturing division of Koch Supplies Inc., a $100 million company. This involved educating the sales and operating managers on budgeting, reading financial statements and reports, and analyzing transactional data. Developed performance tracking metrics and presentation vehicles to report on the critical performance drivers in the division. Totally overhauled and updated the costing process for manufactured products. This involved setting up labor routings for all products, adding cost centers to refine the collection of costs, and establishing more accurate labor and overhead rates by product line. Conducted financial analysis and return on investment and participated on the team that developed the next generation of packaging machine.

Responsible for directing, planning and administering all plant and cost accounting activities for both domestic and international locations in Mexico and Costa Ricofor this $1 billion company. Supervised a staff of 8 accountants. Responsible for tracking and reporting on all cost saving’s initiatives and manufacturing cost competitiveness. Responsible for the annual development and presentation of all manufacturing related budgets, monthly reporting, and variance analysis, and analysis of return on investment for all capital expenditures.

Responsible for all financial planning, budgeting and monthly reporting for this $70 million division. - Developed semi-annual profitability reporting by garment classification and market channel which helped direct the strategic planning effort. - Designed a monthly profitability reporting system by customer to help direct sales efforts and to proactively upgrade the profitability of targeted accounts. - Worked directly with the Vice President of Operations to develop reporting systems and key indicator measurements to monitor cost and performance trends in manufacturing.

Responsible for production planning, production control, scheduling, forecasting, purchasing, warehousing, shipping and traffic. Supervised 7 managers with over 50 employees. - In less than 3 months, designed and implemented systems and facilities for a quick response distribution center to handle new business. - Developed stratified inventory reporting and stocking plans which improved on-time delivery of staple products from 73% to 92%. - Increased forecast accuracy 25% by implementing PC based statistical forecasting software, seasonality curves, key account forecasting and a new reporting system. - Initiated SKU (stock keeping unit) productivity reporting and coordinated a task team which eliminated several hundred unprofitable products.

This facility manufactured a variety of printed graduation products. I had responsibility for all production departments, from composition through shipping, for this $30 million plant. Supervised 12 managers and department supervisors, with indirect responsibility for over 150 direct labor associates. - Implemented a finite capacity based scheduling system which improved on time delivery from 55% to 89% in one year. - Designed and implemented a PC based computerized Production Control/Order Status Reporting system which provided shop floor controls and reduced plant throughput time by 20%. - Directed the plant level implementation of the corporation's Total Quality Improvement programs.

Acted as the primary interface between operations and MIS in the design and development of major systems for the $250 million Scholastic Products Division, which manufactured class rings, graduation announcements, diplomas and cap and gowns. - Developed a Business System Plan for division, which served as the basis for prioritizing the sequence of replacement for all mainframe systems. - Conducted a feasibility study and cost/benefit analysis on installation of computerized manufacturing systems. - Coordinated the development and installation of a PC based system that processed and reported on all payroll and production transactions in satellite plants, reducing clerical costs by 50%.

Responsible for financial planning, budgeting, forecasting and monthly reporting for this $60 million division.

Managed special projects, precious metal inventory and shrinkage analysis, analyzed return on investment for capital expenditures, and assisted with forecasting and variance analysis for this $250 million division.

This facility was in the fluid power division, and its primary product was hydraulic motors for the transportation industry. I worked in various financial capacities culminating in this position. Coordinated the general and cost accounting start-up for the Shawnee, Oklahoma satellite plant in 1978.