Experience

RDS Engineering

• United States
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Consultant

  • Apr 2021 - Present

  Prepare financial statement carve outs as Kellogg prepares to spin off Global Snacks, NA Cereal and Plant Based businesses. Preparation of insurance claim support following a major plant fire. Assist in the transition and integration of accounting work of RX Bar business into Kellogg systems and processes. Prepare financial statement carve outs as Kellogg prepares to spin off Global Snacks, NA Cereal and Plant Based businesses. Preparation of insurance claim support following a major plant fire. Assist in the transition and integration of accounting work of RX Bar business into Kellogg systems and processes.



EY

• United Kingdom
• IT Services and IT Consulting
• 700 & Above Employee

• Record to Report Transition Services

  • Sep 2019 - Apr 2021

  Provide financial leadership and SME for Kellogg Transition Services Team. Work across financial processes to assist team through 18-month acquisition transition period utilizing extensive knowledge of Kellogg business processes and systems. Provide financial leadership and SME for Kellogg Transition Services Team. Work across financial processes to assist team through 18-month acquisition transition period utilizing extensive knowledge of Kellogg business processes and systems.



Kellogg Company

• United States
• Manufacturing
• 700 & Above Employee

• Sr. Director, North America Finance Transformation

  • Apr 2015 - Sep 2019

  Transition lead as we moved finance processes to a three tier Global Business Services (GBS) model establishing a new regional service center in Grand Rapids, MI and a 3rd party global center in Mumbai, India. Led the transition for KNA Financial Service Center, Global Supply Chain Finance, and KNA Supply Chain processes including 26 manufacturing plants. • Aligned organization, developed org design, multi-tier process flows and activity splits. • Led the development and execution of… Show more Transition lead as we moved finance processes to a three tier Global Business Services (GBS) model establishing a new regional service center in Grand Rapids, MI and a 3rd party global center in Mumbai, India. Led the transition for KNA Financial Service Center, Global Supply Chain Finance, and KNA Supply Chain processes including 26 manufacturing plants. • Aligned organization, developed org design, multi-tier process flows and activity splits. • Led the development and execution of Knowledge Transfer, Service Rehearsal Testing and go-live. • Directed global team activities for go-live while working with team in Mumbai, India. • Led effort to standardize plant accounting from 26 plants centralized in Mumbai. • Managed project to improve Construction in Progress to Fixed Asset conversion process. Reduced past due 80% in first year. Implemented metrics, trend reporting and scorecard accountability. • Directed implementation of Trintech Cadency providing a global Account Reconciliation and Close platform.

• Sr. Director, Kellogg North American Financial Services

  • Apr 2006 - Apr 2015

  Direct activities of 150 person NA FSC supporting $10B NA business. Centralized responsibilities include: accounts payable, billing, cash application, collections, composite costing, credit risk, deduction management, financial reporting, fixed assets, intercompany accounting, payroll, purchasing card administration, and travel & entertainment expense. Provide world class service at a first quartile cost. Member of NA Finance Leadership Team. • Integrated $500M Pringles acquisition for 13… Show more Direct activities of 150 person NA FSC supporting $10B NA business. Centralized responsibilities include: accounts payable, billing, cash application, collections, composite costing, credit risk, deduction management, financial reporting, fixed assets, intercompany accounting, payroll, purchasing card administration, and travel & entertainment expense. Provide world class service at a first quartile cost. Member of NA Finance Leadership Team. • Integrated $500M Pringles acquisition for 13 financial processes with only two additional headcount. • Strategic member of cross functional team designated to develop a plan and RFP process to select a vendor and implement a third party Supply Chain Financing system. Cash flow improvements of $240M recognized thus far. • Contributing member of SAP reimplementation Finance Steering Committee. Also contributed as Finance - Process Advisory Council member and Subject Matter Expert. • Leveraged Lean tools and a Continuous Improvement mindset to increase Deduction Management (trade claims) throughput volumes. Capacity was created allowing for centralization of DM activities and reducing team from a headcount of 82 down to 60 while maintaining overall day’s deductions outstanding. • Managed Delaware unclaimed property audit. Initial third party A/P assessment began at $22M. Through additional A/P remediation and complete remediation of A/R and payroll we have yet to receive a final demand after 9 years. Resulting in savings of more than $22M. • Managed the RFP to search for unclaimed property on behalf of Kellogg. Over $9.7M has been reclaimed.

• Director KNA Financial Service Center

  • 2007 - 2009

  Direct activities of 100 person NA FSC supporting $8B NA business. Centralized responsibilities include: advertising, promotion & trade accounting (AP&T), A/P, billing, cash application, collections, credit risk, financial reporting, fixed assets, Hyperion Planning systems, I/C accounting, payroll and travel & entertainment expense. Continued centralization improving service at a low cost. • Empowered by a continuous improvement mindset we reduced total FSC heads by more than 30% over a five… Show more Direct activities of 100 person NA FSC supporting $8B NA business. Centralized responsibilities include: advertising, promotion & trade accounting (AP&T), A/P, billing, cash application, collections, credit risk, financial reporting, fixed assets, Hyperion Planning systems, I/C accounting, payroll and travel & entertainment expense. Continued centralization improving service at a low cost. • Empowered by a continuous improvement mindset we reduced total FSC heads by more than 30% over a five year period. Through mantra of centralize, standardize and optimize we were able to onboard additional financial processes into NA FSC while keeping costs flat or down. Overhead cost as a percentage of KNA net sales continued downward proving the value to the organization. • Led the FSC integration for Bear Naked and Gardenburger acquisitions. Prepared Hart- Scott- Rodino antitrust filing for Gardenburger. Performed required purchase accounting. • Developed a monthly NA FSC Balanced Scorecard utilizing feedback from Business Unit CFO’s. Two page document to update finance leadership on how the FSC was tracking versus goals and prior year. • Steering committee member for e-PTP initiative. Electronic invoice processing increased from 30% to 95%. Centralized A/P headcount in FSC decreased from 40 in a decentralized org with plant processing to 20 in centralized. FSC cost per transaction decreased from $3.50 down to below $1.00. Generating $2M of savings. • Coordinated with FSC Advertising, Promotion and Trade accounting team to reduce prior year pullthroughs to an all-time low. Achieved long term goal of 1% of prior year APT spend.

• Director KNA Financial Reporting

  • 2003 - 2007

  Direct activities of NA team responsible for closing the books, APT accounting, G/L maintenance, I/C and fixed assets while being available to support reorganization of legal entity structure and SAP global rollout. • Finance lead for implementation of complete reorganization of US legal entity structure and underlying transactional flow within SAP. Completed within a four month window delivering $150M of savings to date. • Successfully directed the process improvements to move NA from a… Show more Direct activities of NA team responsible for closing the books, APT accounting, G/L maintenance, I/C and fixed assets while being available to support reorganization of legal entity structure and SAP global rollout. • Finance lead for implementation of complete reorganization of US legal entity structure and underlying transactional flow within SAP. Completed within a four month window delivering $150M of savings to date. • Successfully directed the process improvements to move NA from a post-SAP 8 day close to a 5 day close. • Led FSC integration for Fruit Snacks and Stretch Island acquisitions. Performed required purchase accounting. • Member of SAP implementation finance team for Kellogg Europe and Latin America. • Directed activities to transition financial reporting work from Keebler’s Elmhurst, IL location to NA FSC. • NA Finance lead for Sarbanes-Oxley project related focused on removing or mitigating tens of thousands of segregation of duties issues within SAP to meet initial section 404 deadlines.

• Director KNA Financial Reporting & Services

  • 2002 - 2003

  Direct activities of Battle Creek based North America A/P, financial reporting and payroll teams. • Transition A/P from Keebler Elmhurst location to Battle Creek FSC. • Financial Service Center lead for Kellogg Canada and Kashi division SAP implementations • Developed the templates required to collect and submit the KUSA quarterly management representation letter.

• Director Financial Service Center Integration

  • 2001 - 2002

  Core team member dedicated to integrating Kellogg/Keebler financial systems and processes. • One of the finance leads in the successful integration of the $2.8B Keebler Company following the acquisition by Kellogg. Kellogg implemented Keebler’s SAP footprint. Main area of focus was financial transaction processes and financial reporting systems.



Keebler Foods Company

• Director of Accounting

  • 2000 - 2001

  Supervise staff of 25, responsible for all accounting transactions (including A/P, A/R, F/A, inventory, payroll and manufacturing locations): preparation of period financial statements: financial analysis; external audit; development of companywide internal controls and procedures. • Member of management team that implemented operating initiatives resulting in $334M net income turnaround over five years. • Led financial and administrative integration and transition to SAP as on-site… Show more Supervise staff of 25, responsible for all accounting transactions (including A/P, A/R, F/A, inventory, payroll and manufacturing locations): preparation of period financial statements: financial analysis; external audit; development of companywide internal controls and procedures. • Member of management team that implemented operating initiatives resulting in $334M net income turnaround over five years. • Led financial and administrative integration and transition to SAP as on-site integration leader following the acquisition of $200M Austin Quality Foods. • Recipient of Keebler Company Uncommon Values Award for work on the integration of Presidents Baking.

• Sr. Manager Corporate Accounting

  • 1996 - 2000

  • Led finance team through acquisition integration of $600M Sunshine and $450M Presidents Baking. Responsible for conversion to and integration of accounting, A/P and payroll systems into Keebler SAP system. • Streamlined and simplified monthly closing process leading to a five day close. • Successfully managed a payroll conversion to Ceridian, a third party payroll processor, for 10,000 Keebler employees followed by an additional 2,000 Sunshine employees.



Wilson Sporting Goods Co.

• United States
• Sporting Goods Manufacturing
• 700 & Above Employee

• Controller - Team Sports Division

  • 1993 - 1995

  Manufacturer and distributor of sporting goods with annual sales of $130M. Supervise staff of six, cost and general accounting (including A/P, A/R, F/A and manufacturing locations); preparation of financial statements: budgeting; financial analysis; development and implementation of divisional internal controls and procedures.

• Credit Manager - Team Sports Division

  • 1991 - 1993

  Responsible for invoicing, collection of accounts receivable, credit extension, credit policies and procedures, development of A/R reporting, reducing customer deductions and improving cash flow. Supervised staff of 11.

• Profit Center Controller - Softgoods

  • 1989 - 1991

  Manufacturer of uniforms, sportswear, and footwear with annual sales of $45M. Responsible for analysis of monthly results; forecasts and budgets; educating and assisting PC management to improve profitability.

• Inventory Cost Analyst

  • 1987 - 1989

  Responsible for journal entries and reporting for finished goods and cost of goods sold adjustments; physical inventories; inventory valuation reserves; manufacturing financial statements.



CF Industries

• United States
• Chemical Manufacturing
• 700 & Above Employee

• Sr. Accountant

  • 1986 - 1987

  $900M manufacturer and distributor of chemical fertilizers through regional cooperatives $900M manufacturer and distributor of chemical fertilizers through regional cooperatives



Fansteel, Inc

• United States
• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee

• Sr. Cost Accountant

  • 1983 - 1984

  Division of Fansteel Inc. $250M, a $30M manufacturer of electrical contacts and subassemblies Division of Fansteel Inc. $250M, a $30M manufacturer of electrical contacts and subassemblies