Thomas R Glenn Cpa Email and Phone Number

Financial Planning and Analysis:Develop and monitor the division's financial performance through reports, budgets, forecasts, and long-range planning.Lead the annual budget process, focusing on profitability and operational metrics.Conduct ad-hoc analysis to provide business insights and value creation opportunities.Controllership:Oversee accounting and transaction processes, ensuring compliance with US GAAP.Ensure accurate, timely financial reporting, and manage accounting functions such as Accounts Payable, Receivable, and taxes.\Strategic Partnership and Leadership:Collaborate with the Divisional President to develop company plans and strategies.Provide financial leadership for potential mergers, acquisitions, or alliances.Continuous Improvement:Enhance processes to improve operational effectiveness and profitability.Implement continuous improvement initiatives and resolve process backlogs.Financial Advisory and Contracts:Advise on financial matters internally and externally, including contract evaluations.Leadership and Team Development:Lead, hire, and develop the finance team while promoting growth and improvement.Key Leadership Role:Act as a key leader within the divisional management team and communicate financial results to the executive leadership team.

Initially hired as finance supervisor I trained with current Plant Controller to move into the position. I was promoted within one year progressing to a dual role business unit controller position. Accountable for an accounting staff of initially seven my areas of expertise include full cycle accounting, general ledger, accounts payable, invoicing, inventory management, standard and actual costing, reporting, audit, tax, budgeting, forecasting, business analytics and ERP efficiency updates for the company’s largest site location←Drove project-based accounting Peoplesoft ERP implementation and reporting to further understand the full life cycle cost of equipment ←Updated current standard cost ERP processes across NAM and Global locations with cross functional team ←Led and sponsored six-month SAAS Accounts Payable project bolting onto ERP automated posting to achieve 80%+ three-way match for 60K vouchers and solidify delegation workflow for non-PO invoices←Led cross functionally implementation for daily Cycle count program freeing up two days of aftermarket revenue.←Reduced month end close process by three days since first being hired with a current team of four.←Participated as key member in PowerBI team implementation and Planful reporting initiative contributing to reduced close process and data accuracy←Absorbed into Mokena location Minnesota aftermarket parts, equipment, fixed assets, service, including order to cash processes in six-month time period. ←Aligned with business unit and aftermarket parts manager to ensure margin improvement year over year in a high inflation environment for equipment and aftermarket beating goal expectation←Implemented appropriate labor efficiency reporting process for the plant and service department. This data surfacing drove improvement for unabsorbed direct labor cost.

Reporting to ownership and applicable department managers for Multi entity organization. I engaged all levels in a 40,000 head Pork Producer in Central Indiana. The main thrust of my efforts included standard accounting best practice controls for the organization. These were obtained by grass roots style of diving into the details that drive the organization and focusing on placing controls on applicable driving costs.• Utilizing Meta Farms Software put in place Inventory control & KPI metrics for 20,000+ head of Finishing Pig inventory. • As a team lead reduced Health Insurance Benefit cost by 23%, and a member of the team put in place Wellness and Voluntary benefit program. • Oversaw IT function of the business and along with Consultants ensured consistency in hardware solutions, re-design of Web Page, and web based Human Resource application process. • Negotiated material reduction for supplies overhead yielding a 12% reduction.• Put in place the policy for Cash Hedge accounting for Corn, Soybean and Soybean positions and appropriate posting transactions. • Oversaw Fixed Asset audit and identification to support Equipment Repairs & Maintenance cost savings initiative. • Responsible for annual Budgeting and Forecasting• Supervised risk management and Insurance policies including changing the provider over a six month period. • Organized Accounts Payable control structure of approvals & applicable cash controls which further led to implementation of five day close for three operating companies.

Reporting to the CFO for a $1 B revenue Pork packer / producer I was responsible for accounting department of 11, internal & external reporting including end of the year financial audit. In coordination with onsite programmers I enhanced financial/operational reporting; which include Revenue Recognition cutoff, Forex A/R revaluation & Mark to Market unit product line reports. • Directly supervised accounting staff of nine reduced closing by day and a half • Responsible for standard and mark to market cost basis of product with two cost accountant direct reports. • Using IAS standards started the GAAP to IFRS conversion process for Fixed Assets • Responsible to Global Mitsubishi HQ for Quarterly Reporting, end of the year Audit and Annual Financial Statement • Supervised Yield reporting process and standard cost deviation report with variance analysis. • Enhanced Expected Daily Gross Margin reporting and Actual Cutout reporting process by integrating hedging model with offsite grower cost of production • Weekly Forecast presentation on Product line profitability to the Directors each week Operational and Hedging Gain/Loss Positions • Coordinated with Executive staff and plant personnel on Product line Impairment valuation.

Using SAP, COGNOS 8 and Excel further developed Sales and Gross Margin report into a working tool for NAM CFO; which include YOY Top 25 Customer report, CVP by product analysis among others. As an integral part of the management team coordinated budget and forecasts for North American EMP Division to Global HQ in Zug, Switzerland. • Reduced Closing time by one day through revising end of the month processes-currently a 3 day close. • Utilizing the standard cost system for electrical meter finished goods helped explain CVP deviation relationships from budget and forecasts to upper management • Maintained along with the Controller the moving average raw material inventory • Utilizing IAS standards, converted from GAAP to IFRS financial statements at month end to report to Global HQ. • Organized with the R & D Department Digital Meter capitalization processes for projects from infancy to completion to adhere to IAS standards and to compare expected costs of design to actual. • Coordinate with Electrical Meter production facilities to explain product costing anomalies• As a project leader, mapped out the financial reporting process for SOX, and was recognized in front of peers for project excellence • As a Financial Reporting section leader for the NAM Meter Division participated in the SAP implementation for NAM HQ and Service Division and was recognized by NAM CFO for excellence in training.