SUMMARY:

Talented Financial Planning & Analysis ( Confidential & Confidential ) Manager with diverse experience in corporate and manufacturing roles in Confidential global environment. Recognized for ability to design and implement robust management reporting processes, reports and systems that enhance decision - making. Collaborative partner to businesses and international colleagues.

CORE COMPETENCIES:

• Global Manufacturing
• Root Cause Analysis
• Financial Modeling
• Business Partner
• Operating Cash Flow Analysis
• Process Design & Improvement
• Budget Planning and Forecasting
• Product Cost Analysis
• Management Reporting Design
• Variance Analysis with Multiple Currencies
• Standard Cost Development
• HFM, Oracle, Exceptional Excel

PROFESSIONAL EXPERIENCE:

Confidential, Burr Ridge, IL

Sr. Finance Manager

Responsibilities:

• Asked to lead corporate Confidential & Confidential in the development of new financial reporting package, using Confidential new HFM based system which consolidated 4 regions of the world (roughly 300 markets) while keeping an eye on regional concerns to ensure Confidential cohesive approach to variance analysis and reporting.
• Coached Financial Analysts, Sr. Financial Analysts and Directors across multiple regions to enhance their understanding of our business environment and the nuances of forecasting and variance analysis.
• Introduced the concept of Net Debt as Confidential measure of cash-flow to both the regional Confidential & Confidential Directors and corporate Confidential & Confidential Directors. This was done with Confidential concise Excel model which replicated the “behind the scenes” calculations within HFM

Sr. Finance Manager

Confidential

Responsibilities:

• Following the merger of the Agriculture & Construction divisions with the Truck, Bus and Firefighting divisions, partnered with 4 regional financial controllers across the globe to harmonize terminology, while providing accommodations for unique business and market needs.
• As one of 4 global Confidential & Confidential managers, led the Parts & Services group in the creation of processes to harmonize the forecasting in the divisions. The result was Confidential savings of one week on the forecast consolidation with an immeasurable improvement in accuracy by applying consistent definitions of variance drivers.
• Standardized management reporting for the Parts & Services division of Confidential and Iveco, merging Confidential $3B division based in North America with Confidential $2B division based in Europe. This cut the existing variance reporting time in half within two months.
• Managed Confidential small team of Sr. Financial Analysts while supporting Confidential new Global Controller who was promoted to Vice President of Corporate Confidential & Confidential after one year.

Financial Specialist

Confidential, Calhoun, GA

Responsibilities:

• Selected for growth experience at Confidential manufacturing plant in order to fix machine costing issues which had driven unacceptable manufacturing variances for nearly 10 years.
• Created Confidential system of product and component costing tools and processes which corrected and stabilized costing of crawler excavator and crawler dozer machines.
• Brought visibility to the impact of currency exchange, economics and expedited freight costs by modeling the bill of material with time studies enabling plant management to improve inventory controls. This saved the plant 35% in expedited freight cost in the first year by implementing new inventory control measures.
• As Confidential result, manufacturing variances dropped by nearly 60% for excavators and 30% for dozers.
• Led the Cost Deployment pillar of the World Class Manufacturing initiative, by challenging and validating operational submissions, which improved the plant rating from Confidential zero to Confidential two in the first six months.
• Improved relations between finance and plant operations, manufacturing engineering, and product engineering by developing rapport with the leaders of those groups which had deteriorated over the prior years.

Finance Manager

Confidential

Responsibilities:

• In 2008, an unprecedented decline in the construction equipment business forced Confidential management consolidation of two brands of construction equipment. By building rapport with the finance team in Europe, delivered Confidential $2 Billion Net Sales budget for the two brands with one management team.
• Consolidated financial reporting package for actual, budget, and forecast for the Global Controller to present to the CEO and CFO. This included analysis of operating profit, and operating cash-flow. Turnaround time improved by 50% and accuracy improved nearly 100% by working on site with Chinese and European counterparts.
• Forecasted operating cash-flow for 5-year strategic business plan for the construction business.
• Utilized this long term forecasting tool to develop NPV analysis for the company’s position in Confidential joint venture negotiation which, after binding arbitration, brought in $12M more than the partner had offered.
• Trained new users on OFA and HFM, developing both new employees and peers by improving their understanding of what the Profit & Loss, operating assets, and operating cash-flow were telling us about receivables, payables and inventory management.
• International travel averaged 6 - 8 weeks per year

Sr. Financial Analyst

Confidential

Responsibilities:

• Led the department conversion of worldwide financial statements from the Hyperion Enterprise environment to the Hyperion Financial Management environment.
• Reduced turn-around time for review of monthly results by half by building rapport and working with European Finance staff to develop an understanding of appropriate levels of materiality
• Lead analyst in the implementation of Oracle Financial Analyzer for sales and general administration expense.
• Created end-user training manual for both client and web-based OFA and HFM applications
• International travel averaged 4 weeks per year