Experience

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  TRL Sytems, Inc.

  • Rancho Cucamonga, Ca

  • Interim CFO/Sr. Controller

    • Aug 2013 - Present
    • Rancho Cucamonga, Ca

    I am an MBA educated, seasoned Executive level, accounting professional with 15+ years of progressive experience within a variety of industries from banking, pharmaceuticals, Equipment manufacturing. I handle all the day to day accounting functions along with managing cash flow and forecasting financials and analyzing future options.

• 

  RBJ Consulting

  • CFO

    • Jan 2008 - Aug 2013

    Provide complete range of services; Strategic Planning, Business analysis, Designing and Implementation of process improvements, managed the implementing process for various ERP systems. Implemented real time tools (Dash Boards, Bench Marking tools, etc.) to assist Management in the process of developing comprehensive strategies. Companies: Weight Training Equipment Mfg. ($15 million), Industrial Coating Systems ($6.5 million)

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  California State University, Fullerton

  • PROFESSOR/CEO RBJ CONSULTING

    • Feb 2008 - May 2012

    Teach upper division classes in Cost Accounting and Accounting Information Systems (SAP).

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  Chem Lab Product Inc.

  • Ontario. Ca

  • V.P. Finance

    • Nov 2006 - Nov 2008
    • Ontario. Ca

    Manufacturer and mass distributor of Chemical products to Home Depot, Lowes… responsible for all Accounting, I.T., and Inventory Control functions. Reported to CEO• Redesigned business model to take advantage of existing resources to gain market share and increase profits. Company EBITDA improved from 5.2% to 15.3% over a two year period. • Developed report to data mine Sales and Cost Structures resulting in sales and maximize profits. • Redesigned and updated I.T. and Inventory Control departments to take advantage of new technologies and processes; resulting in significantly improved inventory accuracy. Improvements increased customer satisfaction while decreasing inventory levels. • Re-engineered policy and procedures to streamline the Operations; drastically improving communication and reduce cost.• Created real-time Key Indicators (Financial and Non-Financial) in order for management to be proactive regarding issues and focus on the business verses reacting to it.

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  Ajilon

  • Various

  • Consultant

    • Jun 2002 - Nov 2006
    • Various

    Consultant - Ajilon 6-02 to 11-06Interim-Controller – ABC WINDOW CompanyResponsible for auditing historical records and preparing necessary supporting schedules for analyzing Due-Diligence. Duties included converting accounting records for S corp. into GAAP approved statements. Consultant - County of Riverside Assisted the County of Riverside in their “People Soft” conversion; responsibly for implementing there budget control system and train personnel. Reporting to Auditor Controller

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  Caco Pacific Corporation

  • Covina

  • CFO/Treasurer

    • Oct 1995 - Feb 2002
    • Covina

    Managed a staff of ten employees, responsible for all Accounting & Treasury functions for both: Domestic and International Operations, Corporate Information Systems, and Purchasing Department. Additional responsibilities include oversight of all corporate contracts, Plan Administrator for ESOP, 401k, and Benefits administration.• Key decision maker, instrumental in the negotiations for the acquisition, responsible for Due Diligence and valuation of a foreign manufacturing facility in Lyon, France. Converted International Financials into GAAP approved format including currency conversions, originated necessary foreign banking relationships, finalized acquisition and established corporate structure. Integrated and assimilated new acquisition along with financials into existing corporate structure. • Key decision maker, in the analysis, negotiations, and plans to establish manufacturing facilities in China and India.• Improved operating profit by 5 points through the design of a Job Cost system which compared real time actual cost to both Quoted, and Budgeted thereby identifying issues and allowing Operations to be proactive with decisions prior to completion. • Established a strong Data Processing Department that replaced a fragmented system running on multiple operating systems, and implemented a corporate wide information system. Spearheaded the implementation of our new Corporate ERP software package, which was completed ahead of schedule and under budget.• Increased Bottom Line by 500k, through negotiation of significant price reduction, leveraged by consolidating purchases of both Domestic and International Operations.• Trained existing staff on effective techniques and strategies which led to significant reductions on the purchase price of key materials along with drastic improvements in the overall quality and on-time delivery of products from suppliers.

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  Great Lakes Chemical Corporation ($1.5 Billion)

  • City of Industry

  • Division Controller

    • Feb 1987 - Sep 1995
    • City of Industry

    Second Largest Manufacture of Pool Equipment and Chemicals, a division of Great Lakes Chemical Corp. ($1.5 billion). Reporting to the Division PresidentManaged a staff of six in the following areas; Cost Accounting, General Accounting, Credit and Collections, Accounts Payable, Financial Planning, and I.T. department. • Designed and implemented complete Cost Accounting System to monitor and report manufacturing variances. Cost System eliminated the need for a Mid-Year Inventory thus increasing the overall profit of the division.• Designed initial phase of Activity Based Cost system to support team based manufacturing process.• Maintaining Bill of Materials across all product lines (Heaters, Pumps, Filters, Spa's) as well as determination of new product cost.• Installed Integrated Accounting System (A/P, A/R, G/L, Procurement, and Receiving) utilizing Praxa software on a VAX Hardware system.• Oversight of team effort to Re-engineer Company Procurement System, netting the results of improved customer service, reduced costs, and drastic inventory reduction. • Designed Purchase History System to track purchases by part number and supplier; system was utilized as a strategic role in Supplier negotiations.