Experience

Bolthouse Farms

• United States
• Food and Beverage Services
• 500 - 600 Employee

• Director Cost Accounting & Continuous Improvement

  • Nov 2019 - Present



Blue Diamond Growers

• United States
• Food and Beverage Services
• 700 & Above Employee

• Manager Operations Finance

  • Sep 2015 - Nov 2019

  • Manage the ERP cost accounting system for 3 manufacturing plants, 9 sub-contracting plants, and 8 distribution warehouses. Developed and streamlined processes for creating and maintaining Standards. • Identified and resolved integration gaps between Time & Attendance system, Payroll and General Ledger, improving Labor reporting and analysis. • Developed Annual Planning process for Operations group. Delivered Standards and Overhead budgets on schedule for first time in 5… Show more • Manage the ERP cost accounting system for 3 manufacturing plants, 9 sub-contracting plants, and 8 distribution warehouses. Developed and streamlined processes for creating and maintaining Standards. • Identified and resolved integration gaps between Time & Attendance system, Payroll and General Ledger, improving Labor reporting and analysis. • Developed Annual Planning process for Operations group. Delivered Standards and Overhead budgets on schedule for first time in 5 years. • Manage Capital Project accounting; eliminated 1 year backlog of completed, but uncapitalized projects. Developed processes and reporting tools to drive timely capitalization. • Assess and value cost reduction projects of over $20 million. Show less • Manage the ERP cost accounting system for 3 manufacturing plants, 9 sub-contracting plants, and 8 distribution warehouses. Developed and streamlined processes for creating and maintaining Standards. • Identified and resolved integration gaps between Time & Attendance system, Payroll and General Ledger, improving Labor reporting and analysis. • Developed Annual Planning process for Operations group. Delivered Standards and Overhead budgets on schedule for first time in 5… Show more • Manage the ERP cost accounting system for 3 manufacturing plants, 9 sub-contracting plants, and 8 distribution warehouses. Developed and streamlined processes for creating and maintaining Standards. • Identified and resolved integration gaps between Time & Attendance system, Payroll and General Ledger, improving Labor reporting and analysis. • Developed Annual Planning process for Operations group. Delivered Standards and Overhead budgets on schedule for first time in 5 years. • Manage Capital Project accounting; eliminated 1 year backlog of completed, but uncapitalized projects. Developed processes and reporting tools to drive timely capitalization. • Assess and value cost reduction projects of over $20 million. Show less



Raley's

• United States
• Retail
• 700 & Above Employee

• Accounting Manager

  • Apr 2013 - Aug 2015

  • Developed processes to analyze purchasing cost and reduce vendor over payments. • Coordinated the development of structures and procedures, establishing the foundation for ERP “procure to pay” process. • Managed the Electronic Data Interchange (EDI) upgrade and transition with objective of leveraging additional functionality to streamline business processes. • Developed processes to analyze purchasing cost and reduce vendor over payments. • Coordinated the development of structures and procedures, establishing the foundation for ERP “procure to pay” process. • Managed the Electronic Data Interchange (EDI) upgrade and transition with objective of leveraging additional functionality to streamline business processes.



The Coca-Cola Company

• United States
• Food and Beverage Services
• 700 & Above Employee

• Senior Accounting & Systems Integration Manager

  • Sep 2009 - Apr 2013

  • Managed Operations Accounting teams, including Sales Accounting, Cost / Inventory Accounting, Accounts Payable, Accounts Receivable and Financial Reporting. • Developed and optimized policies and procedures that insured the integrity of information flow and the coordination of the accounting teams with the business units. • Coordinated operations section of annual audit. Reduced related audit time by 50%. • Streamlined period end close processes, balance sheet reconciliations, and… Show more • Managed Operations Accounting teams, including Sales Accounting, Cost / Inventory Accounting, Accounts Payable, Accounts Receivable and Financial Reporting. • Developed and optimized policies and procedures that insured the integrity of information flow and the coordination of the accounting teams with the business units. • Coordinated operations section of annual audit. Reduced related audit time by 50%. • Streamlined period end close processes, balance sheet reconciliations, and financial reporting. Reduced period end close from 15 days to 3 days. • Performed Financial Analysis for finished product produce vs. buy decisions, machinery & equipment purchases, and technology improvement projects. Show less • Managed Operations Accounting teams, including Sales Accounting, Cost / Inventory Accounting, Accounts Payable, Accounts Receivable and Financial Reporting. • Developed and optimized policies and procedures that insured the integrity of information flow and the coordination of the accounting teams with the business units. • Coordinated operations section of annual audit. Reduced related audit time by 50%. • Streamlined period end close processes, balance sheet reconciliations, and… Show more • Managed Operations Accounting teams, including Sales Accounting, Cost / Inventory Accounting, Accounts Payable, Accounts Receivable and Financial Reporting. • Developed and optimized policies and procedures that insured the integrity of information flow and the coordination of the accounting teams with the business units. • Coordinated operations section of annual audit. Reduced related audit time by 50%. • Streamlined period end close processes, balance sheet reconciliations, and financial reporting. Reduced period end close from 15 days to 3 days. • Performed Financial Analysis for finished product produce vs. buy decisions, machinery & equipment purchases, and technology improvement projects. Show less



Sacramento Coca-Cola Bottling Co., Inc.

• Sacramento, California Area

• Cost Manager

  • Oct 2006 - Sep 2009

  Cost Manager, October 2006 – September 2009 • Analyzed cost injection points and streamlined financial flow into business activity reducing variances and eliminating all unexplained production variances. • Identified gaps in Master Data structures and procedures; streamlined the organization and process flow, improving efficiency and effectiveness and reducing variances. • Successfully developed and implemented annual budget process that incorporated business manager involvement and… Show more Cost Manager, October 2006 – September 2009 • Analyzed cost injection points and streamlined financial flow into business activity reducing variances and eliminating all unexplained production variances. • Identified gaps in Master Data structures and procedures; streamlined the organization and process flow, improving efficiency and effectiveness and reducing variances. • Successfully developed and implemented annual budget process that incorporated business manager involvement and responsibility. Show less Cost Manager, October 2006 – September 2009 • Analyzed cost injection points and streamlined financial flow into business activity reducing variances and eliminating all unexplained production variances. • Identified gaps in Master Data structures and procedures; streamlined the organization and process flow, improving efficiency and effectiveness and reducing variances. • Successfully developed and implemented annual budget process that incorporated business manager involvement and… Show more Cost Manager, October 2006 – September 2009 • Analyzed cost injection points and streamlined financial flow into business activity reducing variances and eliminating all unexplained production variances. • Identified gaps in Master Data structures and procedures; streamlined the organization and process flow, improving efficiency and effectiveness and reducing variances. • Successfully developed and implemented annual budget process that incorporated business manager involvement and responsibility. Show less



Team Zapata

• Sacramento, California Area

• Administration Director

  • Aug 2005 - Oct 2006

  • Directed and managed all administrative and financial activities of a small business focusing on Cash Flow Management. • Directed and managed all administrative and financial activities of a small business focusing on Cash Flow Management.



Pacific Coast Building Products

• Wholesale Building Materials
• 100 - 200 Employee

• Assistant Plant Manager, Anderson Wall

  • 2004 - Aug 2005

  • Analyzed statistical data to develop production and shipping capacities. • Developed labor and material tracking processes; analyzed usage and costs leading to improved margins. • Supervised plant Payroll, Human Resources and Safety functions. • Analyzed statistical data to develop production and shipping capacities. • Developed labor and material tracking processes; analyzed usage and costs leading to improved margins. • Supervised plant Payroll, Human Resources and Safety functions.



Pacific Coast Building Products

• Wholesale Building Materials
• 100 - 200 Employee

• Division Controller

  • 2001 - 2003

  • Managed division accounting and finance functions. • Presented and discussed financial information with senior and executive management. • Developed and recommended practices, policies and procedures that improve financial reliability and analysis. • Member of extended SAP implementation team. Duties included: advising project team on business needs, documenting system transactions and staff training. • Member of plant acquisition and closure team. • Managed division accounting and finance functions. • Presented and discussed financial information with senior and executive management. • Developed and recommended practices, policies and procedures that improve financial reliability and analysis. • Member of extended SAP implementation team. Duties included: advising project team on business needs, documenting system transactions and staff training. • Member of plant acquisition and closure team.



Pacific Coast Building Products

• Wholesale Building Materials
• 100 - 200 Employee

• Assistant Division Controller

  • 1999 - 2000

  • Streamlined monthly close process of over 30 retail / distribution locations while training staff of new junior accountants and accounting clerks. Reduced monthly close process from 10 to 8 days. • Streamlined monthly close process of over 30 retail / distribution locations while training staff of new junior accountants and accounting clerks. Reduced monthly close process from 10 to 8 days.