Experience

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  Nolting Manufacturing

  • Hiawatha, Iowa

  • President/Owner

    • Oct 2019 - Present
    • Hiawatha, Iowa
• 

  Ruffalo Noel Levitz

  • United States
  • Higher Education
  • 700 & Above Employee

  • Chief Financial Officer

    • Jun 2017 - Aug 2019

    CFO resigned May 2017. Appointed Interim CFO reporting to CEO in addition to the VP, Controller role. Full responsibility for financial planning, development and leadership of the entire corporate finance organization. Energize and embrace the organization to create an environment for the analytical framework to identify and develop the financial position of the company and to masterfully communicate the health of the business to Board of Directors, Bank, CEO, and Senior Leadership Team. In addition, strategic thinking and direction on pricing position for new product developments launching into the market. Partner with CEO on analyzing and making decision on M&A activity.

  • VP, Controller

    • Nov 2016 - Jun 2017

    Recruited by an executive search firm to provide financial, organizational and change management leadership to Accounting and Revenue departments. During month 2, expanded my responsibilities to centralize Payroll and FP&A functions under my leadership. Develop rapport and cross functional working relationships. • Manage and oversee the closing of books on a monthly basis. Ensure financials are in compliance to GAAP accounting including Revenue Recognition.• Monitor financial performance by measuring and analyzing monthly results and producing a forecast for remainder of year. In addition, prepare Profit and Loss, Balance Sheet, Cash Flow , Bank covenants, MD&A, Board of Director charts as well as variance explanations for Actuals and Forecast.• Building from the ground up Internal Control policies and procedures, budget and forecasting processes. Notable achievements• Created an Accounts Receivable policy resulted in 90+ day past dues reduction of 17 points, from 26% to 9% of total Accounts receivables within 6 months.• Implemented new policy for all products at Ruffalo Noel Levitz which includes revising Revenue for 2016, system requirements gathering and system changes, testing and training• Proactively championed a lean event for closing books to streamline processes not only to gain efficiencies, but to ensure the team was appropriately challenged to do their best work. Resulted in reducing the closing cycle from 20 to 5 days• Formalized and implemented a comprehensive forecasting process for Revenue. Improved alignment with various departments including Operations, Sales and Business unit. • Completed a successful, on- time Audit with no adjustments. Completed 2 months sooner than previous year.• Provided organizational leadership which resulted in improved communication with RSM Tax regarding 2016 income tax. Information requested was provided on time which saved $15K

• 

  Rockwell Collins

  • United States
  • Aviation and Aerospace Component Manufacturing
  • 700 & Above Employee

  • Assistant Controller

    • Aug 2015 - Nov 2016

    Onsite Finance executive in Newport News for a newly acquired company. Responsible for all Finance and Accounting functions at regional site. Lead the Finance and Accounting department, Integration into Rockwell Collins and transition from Great Plains accounting system to SAP. Work closely with Site Leader on the integration of the two companies to ensure sound business decisions for the future. Build relationship with Business development to understand the market assumptions during the acquisition of the company and the path to achieving the Sales and Earnings. Notable Achievements• Successful Integration of accounting functions from Great Plains to SAP. Use critical thinking in resolving issues prior to “SAP go live”.• Manage Multi-million dollar Integration Costs and Synergies and analyze against the original acquisition baseline• Utilize Lean concepts such as 8 step problem solving technique to review processes from previous management to introduce Lean into the environment. Implemented improved process to reduce closing time from 2 weeks to 3 days

  • Pr Manager, Financial Planning and Analysis, International Services and Solutions

    • Oct 2013 - Aug 2015

    Recruited to lead department to challenge the existing financial planning process, drive operational improvements and best practices and make recommendations/changes as needed. Utilize keen analysis, insights, and team approach. Leverage strong experience to review current closing and forecasting processes. Directly supervise five analyst in Cedar Rapids in–addition to directly engaging the International community in Europe and Singapore. Act as Controller for 2 portfolios with yearly Revenue in excess of $700M. Act as Controller Delegate of entire International and Service Solutions as needed. Attend executive (COO, VPGM, Sr Director’s) meetings to participate in Decision Point processes for proposals. Make recommendations on strategies, financials, and cash flow to proposal team. Approve / Disapprove proposals.Notable achievements• Successful development of the annual and strategic financial plans. Understand the key business issues and environment/market that influences the plan. Participate with team to develop strategies to grow the business. Coordinate schedule with locations worldwide. Provide guidance and recommendation on Sales and Earnings profile to leadership on plans.• Embrace 8 step problem solving technique to understand issues regarding current Forecasting processes in department. Led team through a successful development and implementation of new forecasting tool to provide efficiency in monthly forecast and analysis.

• 

  Rockwell Collins

  • United States
  • Aviation and Aerospace Component Manufacturing
  • 700 & Above Employee

  • Pr. Manager, Financial and Planning Analysis Government Systems

    • 2010 - 2013

    Oversee $1B+ yearly Sales. Provided strategic vision, champion formal financial planning processes, tighten integration of departments to meet challenging needs of business environment. Act as Controller due to Controller of Portfolio being semi-retired. Spear headed the development and execution of annual and strategic financial plans, focused on underlying business drivers and sensitivity analysis by modeling and quantifying the potential effect of changes in business drivers. Directed the timely comparison of actual results to plans and prior year results for the purpose of identifying problem areas that may require corrective action. Monitored trends, assessed implications and developed actionable strategies. Recommended improvements to operational processes and key cost components. Directly supervise six analysts in Cedar Rapids and Duluth, Georgia and interact with analyst in Europe. Act as a corporate liaison with corporate auditors, corporate finance, D&T, and tax department. Notable achievements• Manage and oversee the review and analysis of monthly, quarterly, and yearly financial performance for entire Government systems with Revenue in excess of $2B and Business unit revenue of $1B. Accountability extends to financial statements and profit / cash flow analysis. Superior accuracy of forecasting. Overall forecasting miss less than 2% for Revenue and 3% for Earnings.• Championed the Strategic Plan process to reduce planning time. Co-Led team to reduce hours for Strategic Plan process. Saved approximately 3,000 hours.• Developed and implemented tracking system for $80M of development funding. System was able to ensure communication with Program Managers, Directors, Controllers and VP/GM’s. Incorporate system into Annual operating plan requirements and authorization process. Saved 500+ hours yearly.

  • Pr Manager, Financial Planning and Analysis, Gov't Consol

    • 2007 - 2010

    Financial Planning Manager in Consol for Government Systems. Oversee $2B+ yearly Sales. Provided strategic vision, champion formal financial planning processes, tighten integration of departments to meet challenging needs of business environment. Act as right hand finance consultant to VP of Finance. Spear headed the development of annual and strategic financial plans for all of Government Systems. Focused on schedule and overall Government Systems financial overview. Developed all slides for VP of Finance for monthly, quarterly and annual reviews. Directed the timely comparison of actual results to plans and prior year results for the purpose of reporting to Corporate for external calls. Monitored trends, assessed implications and developed actionable strategies. Directly supervise four analysts in Cedar Rapids and interact with analyst in Europe. Act as a corporate liaison with corporate auditors, corporate finance, D&T, and tax department. • Manage and oversee the review and analysis of monthly, quarterly, and yearly financial performance for entire Government systems with Sales of excess of $2B. Accountability extends to financial statements and profit / cash flow analysis. • Developed relationships with COO, Vice President General Manager, Vice President of Finance, Controller, Program Manager Directors, Operation Directors, and Financial Planning Director. Communicated recommended changes to forecast, opportunities and risk and operational issues to executive leadership,

  • Sr Manager, Acquisitions and Mergers

    • 2006 - 2007

    Selected for this newly created role to be the Finance Lead on all Acquisitions, Mergers, and Integration projects in Government Systems. Performed due diligence, developed financial model, and performed independent financial statements for potential companies to acquire. Provided guidance and recommendations to executives on purchase of companies. Supported team and presentation of financials to CEO and COO. Built Strong relationships with Rockwell Collins corporate staff. Also, built working relationships with potential companies to acquire in order to receive a thorough understanding of the reality of the business. Notable Achievements• Successfully led Finance due diligence, review of financial statements, preparation of Pro-forma financial statements, return on investment analysis, synergies and recommended company to CEO which led to purchase, and full integration of San Diego Company