Supervise four. Use the EPICOR ERP to track job costs for make-to-order systems and standard costs for make-to-stock components.

A closely-held mid-size group of companies. Polco Metal Finishing and Graff Faucets are the main operating entities.

Handled project tracking, billing, budgeting, forecasting, financial analysis, fund control, settlement fund disbursements, fiduciary reporting, and taxes.

Responsible for revenue and general accounting, budgeting, forecasting, financial reporting, proposal review, accounts receivable, accounts payable, internal controls, cash management, and banking relationships. Supervised four.Coached project managers, enhancing the timely billability of incurred project hours and costs. Kept financing capability in a highly leveraged environment with complex customer deliverables.

Based at the main manufacturing plant in Franklin, Wisconsin. Reported to the President. Managed a staff of eight. Responsible for cost and inventory accounting, cost analysis, budgeting, forecasting, analysis of actual results, strategic planning support, general accounting, financial reporting, internal controls, capital investment analysis, employee benefits, property and casualty insurance, tax, and other treasury functions. Upgraded financial accounting and reporting to meet operating management requirements and corporate guidelines. Results included reduced risk due to improved credibility and predictability of results.Implemented processes for budgeting and frequent updated forecasts, providing management with useful information for decision-making and fostering an alignment of expectations.Introduced management-oriented analytical reporting of financial results, pinpointing key areas for attention. Significantly improved cost accounting by identifying and booking relevant manufacturing variances, explicitly tracking the impact of shipment and manufacturing mix, revising standard cost processes, and enhancing accountability for bills of material and overhead costs.Implemented benchmarked manufacturing operations reports, driving improved shop floor performance. Documented, upgraded, and monitored internal controls, resulting in passing a series of audits required by Sarbanes-Oxley 404.Initiated capital investment approval process which provided focus on project accountabilities, project deliverables, and proper cash flow and risk analysis. Revamped benefit vendors to achieve 22% lower stop loss and claims processing costs while attaining better visibility of data and enhancing controls and employee service.Led risk initiatives to drive a 40% cut in product liability and worker’s compensation claims costs.Financially integrated an $8 million company with no additional staff.