DANIEL MILLER, MBA, CPA, CMA Kalamazoo, MI 49009 (Home) 616-914-7167 email@example.com (Cell) 269-366-6116 Professional Profile: Results-oriented financial/operations leader, with strong record of significant accomplishments earned in key roles at Corporate, Group/Division offices, manufacturing and warehouse: Experienced change agent. Significant contributions and cost savings LEAN/SIGMA manufacturing techniques Public company issues, SOX Extensive background in operational finance Capable complex problem solver IT, and ERP implementation International- Americas, Europe, Asia Successful project management Banking relations, treasury functions. Education: MBA Project & Operations Management -Wright State University, Dayton, Ohio. BSBA Finance - Miami University, Oxford, Ohio. Memberships: American Institute of CPA's (AICPA), Institute of Management Accountants (IMA). Professional Business Experience: Finance Consulting - Engaged on Assignments with National Well-Known Firms 2010-12 Most recent Contract through Aerotek: Project Controls Leader for Enbridge Energy Michigan Oil Spill Clean-up. Manage team of accountants and engineers, forecasting results for inclusion in parent 10k, assist with insurance reimbursement, project statics for PMO and maintain relationships with government agencies. Other assignments interim Division Controller, ERP Project management, and the like. Working these assignments during Spouse's illness & while searching for full-time role. Union Pump Co (Formerly Textron)-- USA Controller – Battle Creek, Michigan 2008-2010 Global privately held capital goods manufacturer of mechanical power pumps and spare parts; global field service. As USA Controller Financial Leader for all divisional finance functions of a manufacturing plant and six service center locations with combined sales of $80M and 325 employees. Promoted to UK Group Office--Project Leader-Global Working Capital Project Team. Report to CFO and two operating General Managers. Transition assignments and accomplishments include: Develop relationships with major Banks; created global cash forecast/receipts/payment management system. Collect $1.5M delinquent account and LOC; Team improved North American Working Capital $6M for 2009. Defined Risk Management Program; negotiated global insurance programs to protect assets and employees. Migrate all finance and payroll functions from Textron Shared Service to Clyde Accounting Group. Develop and deploy credit card systems for purchase/travel payments and related expense reporting. Create plans and forecasts for new business units (segment accounting)--migrate USA books to IFRS. Create external audit and tax relationships--develop tax records, systems for sales/use, S&L and federal tax reporting. Job eliminated duties transferred to Scottish Home Office Federal Mogul Corporation – Controller -- Greenville, Michigan 2007 to 2008 Public company automotive manufacturer. Financial Leadership for two plants having $100M in sales, with 400 employees; producing OEM engine and drive train parts; manufacturing processes include metal alloy production, foundry, metal stamping, plating, machining and assembly. As Controller report to General Manager; management responsibility for general & cost accounting, SOX, reporting and procurement; six direct reports. Accomplishments include: Served as interim Materials Manager for three months while maintaining Controllership duties. Lowered inventories $500k, increased inventory accuracy and reduced past due orders one full day. Prepared two large (more than $1million) board-level capital projects--included Board Presentation. Developed variance analysis reporting system identifying unreported scrap and waste totaling $100k per month. Position was reorganized along with other staff. Contract Consultant-- National Turnaround Consulting Firm 2006 As a Contract Consultant (Manpower), worked in various financial/operational roles for the major turnaround consulting firm Alix Partners.. I resigned this temporary assignment to accept full-time employment. The Bobcat Company – Operations Controller – Bismarck, North Dakota 2003 to 2005 (IRCo) NYSE manufacturer of industrial and construction equipment; The Bobcat Company manufactures compact excavators, utility vehicles, loaders, and complete line of attachments. As Operations Controller, (Bismarck Plant and the Chicago Aftermarket Parts Warehouse, two separate businesses), managed three separate teams of finance professionals (total headcount of 18) supporting Manufacturing Aftermarket Parts AP, PR and reporting. The combined revenue of this group exceeds $650M and employs more than 1,350. Bobcat Company (continued from page 1): Principal accountabilities include Financial Leadership for the plant and warehouse, management of traditional finance functions including cost, general, a/r, a/p, payroll, support of new product development, business process re-engineering, staff development and Sarbanes-Oxley Coordinator. Accomplishments include: Earned physical inventory exemption for Aftermarket Parts Warehouse based upon institution of statistical process control (Greenbelt LEAN/SIGMA Project) and effective cycle count program. Project Leader for implementation of Company Purchase Card Program, outsourcing of accounts payable and implementation of ORACLE financial systems. Sarbanes-Oxley Site Coordinator developed initial procedural documentation, managed self-audit programs. Motivating existing staff to improve technical skills by over ten percent within eighteen months. Credited with generating more than $1M in “hard” cost savings during first year. My job was reorganized along with other Senior Staff. The Minster Machine Company, Inc. - Manager Business Analysis - Dayton, Ohio vicinity 2000 to 2003 Well-known and privately held capital goods builder of large machine tools and material forming systems. Company sales were $150M, over 950 employees, three manufacturing plants, with Sales and Field Service facilities in Europe, Asia and South America. As Manager of Business Analysis had responsibility for internal reporting, standard costs, forecasting and business planning. Reported to the Vice President of Finance & Administration, managed three professional direct reports, served as "abc" project leader and member of New Product Development Committee. Contributions to business performance included: Developed Oros "abc" software models for all major segments of the company. Implemented financial forecast models, creating Du Pont and SVA analysis for major expenditures. Introduced "weekly scorecard metrics" concept to entire business entity. Facilitated reducing month-end closing/reporting cycle to three days from two weeks. Instituted weekly and monthly Finance-Operations review meetings. After six month strike by factory workforce, Company downsized four times resulting in the elimination of my position. Dayton Superior Inc. - Operations Accounting Manager - Dayton, Ohio 1998 to 2000 NYSE manufacturer of concrete structural steel reinforcement used by the commercial construction industry; also rents related equipment (forms, braces, etc.). Dayton/Richmond Division sales exceed $150M, has a national distribution from seventeen plants and service centers, with over 700 employees. As Operations Accounting Manager had total responsibility for plant and distribution center accounting. Supervised professional divisional staff. Principal accountabilities include standard and job order costing, budgets, inventory valuation, LIFO, financial reporting, and capital appropriations and related analysis. Contributions to operational performance improvement included: Restructuring accounting department from task style work to an operations-oriented service function. Developed new manufacturing financial reporting system and variable budget analysis for all cost centers. Led standard cost revision team for all company products. Created earned hour labor system, perfected factory labor analyses at work center level. Implemented monthly Finance-Operations review teleconference with all operating locations. Improved cycle counting system, eliminating closing operations for inventory, saving over $50k per year. I was recruited by Minster Machine, and I resigned for a broader role that would allow the opportunity to work with Senior Management and BOD at Minster. Cooper Power Tools Division -Cost Accounting Manager - Dayton, Ohio 1995 to 1998 Fortune 200 diversified industrial. The Power Tools Division manufactured, and distributed through twenty North American stocking agents, a complete line of commercial power tools, universal joints and fastening systems. Dayton Plant sales exceeded $70M, had 400 employees, and built several types of value-added-engineered-products, requiring complex precision machining, heat treating, and assembly. As Cost Accounting Manager supervised staff of four, and had responsibility for job order and standard cost accounting, budgeting, Divisional monthly financial reporting, fixed assets, royalties and LIFO. Routinely developed customer quotations for major aerospace accounts and tool customers. Accomplishments include: Member of plant ISO 9000 Quality, Demand Flow Technology, SAP transition, Plant Training and Cost Savings & Suggestions Teams Lowered physical inventory cost by 60% and reduced inventory count-time to one full day from three. Developed plant forecasting models for quarterly estimates, budgets and five-year plan. Improved cost accounting systems, holding standard cost variance to less than 1% of Cost of Goods Sold. I resigned from Cooper to accept larger more challenging role at Dayton Superior. INTERESTS: Golf and wood working. Acted as general contractor of my own home (residence for 10 years) in Dayton, Ohio. REFERENCES: Excellent personal and professional references are available upon request.
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