Experience

SupplyOne, Inc.

• United States
• Packaging and Containers Manufacturing
• 500 - 600 Employee

• SWR Region Controller

  • Feb 2023 - Present



Gowan Company

• United States
• Chemical Manufacturing
• 300 - 400 Employee

• Controller North America Region

  • Oct 2016 - Mar 2023



SunFed

• United States
• Food and Beverage Manufacturing
• 1 - 100 Employee

• Chief Financial Officer

  • Aug 2013 - Aug 2016

  I was brought in as a member of the company’s senior leadership team to provide direction and leadership for financial functions, including financial planning and control, general accounting, tax filings, investments, purchasing, insurance, cash management, financial statements, budgeting and forecasting, 401-K administration, physical inventory, payroll ($240K per month), and policies, reports, and internal controls. Financial Leadership Developed tools and systems to provide… Show more I was brought in as a member of the company’s senior leadership team to provide direction and leadership for financial functions, including financial planning and control, general accounting, tax filings, investments, purchasing, insurance, cash management, financial statements, budgeting and forecasting, 401-K administration, physical inventory, payroll ($240K per month), and policies, reports, and internal controls. Financial Leadership Developed tools and systems to provide critical financial and operational information to the President / CEO. Automated financial statements to improve efficiencies. Oversaw all accounts, ledgers, and reporting systems, ensuring compliance with appropriate Generally Accepted Accounting Principles (GAAP) and regulatory requirements. Developed a reliable cash flow projection process and reporting mechanism. Initiated appropriate strategies to enhance cash positions. Drafted and negotiated marketing and commercial contracts with growers in accordance with legal guidelines of U.S. and Mexico. Implemented a budget and forecasting process augmented by a cash flow process based on grower contracts. Created job descriptions to outline performance expectations for employees and ensure they understood their roles and accountabilities. Established KPIs in assigned area to support executive business decision-making and a continuous improvement mindset. KPIs were subsequently expanded to other areas of the company. Built strong rapport with bankers to negotiate terms and conditions of credit line renewals Show less I was brought in as a member of the company’s senior leadership team to provide direction and leadership for financial functions, including financial planning and control, general accounting, tax filings, investments, purchasing, insurance, cash management, financial statements, budgeting and forecasting, 401-K administration, physical inventory, payroll ($240K per month), and policies, reports, and internal controls. Financial Leadership Developed tools and systems to provide… Show more I was brought in as a member of the company’s senior leadership team to provide direction and leadership for financial functions, including financial planning and control, general accounting, tax filings, investments, purchasing, insurance, cash management, financial statements, budgeting and forecasting, 401-K administration, physical inventory, payroll ($240K per month), and policies, reports, and internal controls. Financial Leadership Developed tools and systems to provide critical financial and operational information to the President / CEO. Automated financial statements to improve efficiencies. Oversaw all accounts, ledgers, and reporting systems, ensuring compliance with appropriate Generally Accepted Accounting Principles (GAAP) and regulatory requirements. Developed a reliable cash flow projection process and reporting mechanism. Initiated appropriate strategies to enhance cash positions. Drafted and negotiated marketing and commercial contracts with growers in accordance with legal guidelines of U.S. and Mexico. Implemented a budget and forecasting process augmented by a cash flow process based on grower contracts. Created job descriptions to outline performance expectations for employees and ensure they understood their roles and accountabilities. Established KPIs in assigned area to support executive business decision-making and a continuous improvement mindset. KPIs were subsequently expanded to other areas of the company. Built strong rapport with bankers to negotiate terms and conditions of credit line renewals Show less



Temple-Inland

• Paper and Forest Product Manufacturing
• 500 - 600 Employee

• Corporate Controller – Buffalo, Utica, Scotia and Milltown, NY (2013)/Plant Controller – Puerto Rico

  • Oct 2008 - Sep 2013

  For five years (2008-13) I served as the Plant Controller at El Morro Corrugated Box & Four Sheet Plant Complex in Puerto Rico Complex, which had 150 employees and $120M in revenue. I was the only person selected from the Puerto Rico plant to remain with International Paper, and was subsequently promoted to Corporate Controller at the New York complex after the acquisition. The New York Complex had 350 employees and $600M in revenue. Budgeting & Forecasting / Internal Controls / Culture… Show more For five years (2008-13) I served as the Plant Controller at El Morro Corrugated Box & Four Sheet Plant Complex in Puerto Rico Complex, which had 150 employees and $120M in revenue. I was the only person selected from the Puerto Rico plant to remain with International Paper, and was subsequently promoted to Corporate Controller at the New York complex after the acquisition. The New York Complex had 350 employees and $600M in revenue. Budgeting & Forecasting / Internal Controls / Culture Change / Efficiency Improvements Implemented budgeting and forecasting processes and internal controls. Orchestrated culture change in Puerto Rico, successfully expanding and improving efficiencies within every area of the plant for three years. Cost Reduction & Inventory Control Practices Cut costs by $1.5M in two years and an average of $250K over the next three years through relentlessly focusing on manufacturing efficiencies and overtime, scrap, and administrative spending reductions. Achieved inventory variance reductions by implementing an inventory bar code system. Raw materials went from 20% to 0% in 18 months, finished goods went from 40% to 0.5% average in two years, and spare parts went from 15% to 0.05% average in 18 months. Maintained fixed asset inventory with 100% accuracy. Acquisition Integration Executed plant’s closure in six months following acquisition and coordinated integration of Temple-Inland’s plant operations (e.g., processes, policies, reports, internal controls, and internal audits) to International Paper. Show less For five years (2008-13) I served as the Plant Controller at El Morro Corrugated Box & Four Sheet Plant Complex in Puerto Rico Complex, which had 150 employees and $120M in revenue. I was the only person selected from the Puerto Rico plant to remain with International Paper, and was subsequently promoted to Corporate Controller at the New York complex after the acquisition. The New York Complex had 350 employees and $600M in revenue. Budgeting & Forecasting / Internal Controls / Culture… Show more For five years (2008-13) I served as the Plant Controller at El Morro Corrugated Box & Four Sheet Plant Complex in Puerto Rico Complex, which had 150 employees and $120M in revenue. I was the only person selected from the Puerto Rico plant to remain with International Paper, and was subsequently promoted to Corporate Controller at the New York complex after the acquisition. The New York Complex had 350 employees and $600M in revenue. Budgeting & Forecasting / Internal Controls / Culture Change / Efficiency Improvements Implemented budgeting and forecasting processes and internal controls. Orchestrated culture change in Puerto Rico, successfully expanding and improving efficiencies within every area of the plant for three years. Cost Reduction & Inventory Control Practices Cut costs by $1.5M in two years and an average of $250K over the next three years through relentlessly focusing on manufacturing efficiencies and overtime, scrap, and administrative spending reductions. Achieved inventory variance reductions by implementing an inventory bar code system. Raw materials went from 20% to 0% in 18 months, finished goods went from 40% to 0.5% average in two years, and spare parts went from 15% to 0.05% average in 18 months. Maintained fixed asset inventory with 100% accuracy. Acquisition Integration Executed plant’s closure in six months following acquisition and coordinated integration of Temple-Inland’s plant operations (e.g., processes, policies, reports, internal controls, and internal audits) to International Paper. Show less



Tyco Electronics ■ Harrisburg, PA

• Senior Financial Analyst / Plant Accountant

  • Mar 2001 - Sep 2008

  In this position I expanded experience and successfully navigated through cultural change of moving to the U.S. through lateral promotions at a $12B global technology leader. Provided financial, business analysis, and accounting support to product engineering/management teams, two manufacturing plants, and senior management of the North American Division’s Aerospace & Defense and Global Industrial & Commercial Business Units. Managed $350M budget. Participated in due diligence process to… Show more In this position I expanded experience and successfully navigated through cultural change of moving to the U.S. through lateral promotions at a $12B global technology leader. Provided financial, business analysis, and accounting support to product engineering/management teams, two manufacturing plants, and senior management of the North American Division’s Aerospace & Defense and Global Industrial & Commercial Business Units. Managed $350M budget. Participated in due diligence process to evaluate acquisition candidates. Analyzed general ledger accounts, including accounts payable, fixed assets, inventories, and reserves. Managed annual budget, including projected sales, financial results, plant capacity, new investments and headcount, monthly global forecast, weekly productivity report, and semiannual physical inventory audit. Developed monthly, quarterly, and annual P&L statements. Analyzed and tracked cost performance to spending budget. Performed product cost analysis, including current standard cost composition through AMS and SAP systems. Automated financial processes and implemented reports for Unit Manager and Engineering Department. Show less In this position I expanded experience and successfully navigated through cultural change of moving to the U.S. through lateral promotions at a $12B global technology leader. Provided financial, business analysis, and accounting support to product engineering/management teams, two manufacturing plants, and senior management of the North American Division’s Aerospace & Defense and Global Industrial & Commercial Business Units. Managed $350M budget. Participated in due diligence process to… Show more In this position I expanded experience and successfully navigated through cultural change of moving to the U.S. through lateral promotions at a $12B global technology leader. Provided financial, business analysis, and accounting support to product engineering/management teams, two manufacturing plants, and senior management of the North American Division’s Aerospace & Defense and Global Industrial & Commercial Business Units. Managed $350M budget. Participated in due diligence process to evaluate acquisition candidates. Analyzed general ledger accounts, including accounts payable, fixed assets, inventories, and reserves. Managed annual budget, including projected sales, financial results, plant capacity, new investments and headcount, monthly global forecast, weekly productivity report, and semiannual physical inventory audit. Developed monthly, quarterly, and annual P&L statements. Analyzed and tracked cost performance to spending budget. Performed product cost analysis, including current standard cost composition through AMS and SAP systems. Automated financial processes and implemented reports for Unit Manager and Engineering Department. Show less



Temple-Inland Planta Guanajuato ■ Guanajuato, Mexico

• Plant Controller

  • Mar 2000 - Mar 2001

  Served as a financial partner at a corrugated packaging and building products company. Oversaw accounting, tax, purchasing, systems, credit and collections, inventory, internal controls, financial statements, financial reporting, and quarterly and annual budget. Reduced DSO from 41 to 37 days and percentage of due receivables from 8% to 2.5% in 12 months. Facilitated 7% sales growth by partnering with sales to provide calculated credit risk support and adequate management of… Show more Served as a financial partner at a corrugated packaging and building products company. Oversaw accounting, tax, purchasing, systems, credit and collections, inventory, internal controls, financial statements, financial reporting, and quarterly and annual budget. Reduced DSO from 41 to 37 days and percentage of due receivables from 8% to 2.5% in 12 months. Facilitated 7% sales growth by partnering with sales to provide calculated credit risk support and adequate management of customers’ credit lines. Initiated automation of financials with construction of platform between HRMS and Excel. Show less Served as a financial partner at a corrugated packaging and building products company. Oversaw accounting, tax, purchasing, systems, credit and collections, inventory, internal controls, financial statements, financial reporting, and quarterly and annual budget. Reduced DSO from 41 to 37 days and percentage of due receivables from 8% to 2.5% in 12 months. Facilitated 7% sales growth by partnering with sales to provide calculated credit risk support and adequate management of… Show more Served as a financial partner at a corrugated packaging and building products company. Oversaw accounting, tax, purchasing, systems, credit and collections, inventory, internal controls, financial statements, financial reporting, and quarterly and annual budget. Reduced DSO from 41 to 37 days and percentage of due receivables from 8% to 2.5% in 12 months. Facilitated 7% sales growth by partnering with sales to provide calculated credit risk support and adequate management of customers’ credit lines. Initiated automation of financials with construction of platform between HRMS and Excel. Show less



Corporate Cost Accounting Manager / Acting Fin & Admin Manager - Denimex S.A. de C.V. (1998 - 2000)

• Cost Accounting Manager/Finance & Administration Manager Acting

  • Oct 1988 - Mar 1998

  Implemented new project quotation spreadsheet that was taken by corporate as an accepted best practice and implemented in other plants. Credit & Collection Supervisor - No Sabe Fallar, S.A. de C.V. (1992 – 1994). Treasury & Credit and Collection Functions - Grupo Industrial Camesa, S.A. de C.V. (1988 – 1992). Implemented new project quotation spreadsheet that was taken by corporate as an accepted best practice and implemented in other plants. Credit & Collection Supervisor - No Sabe Fallar, S.A. de C.V. (1992 – 1994). Treasury & Credit and Collection Functions - Grupo Industrial Camesa, S.A. de C.V. (1988 – 1992).