Project Manager Sales

Steven C. Shuler

**** **** ******, *******, **** 45840

419-***-**** or 567-***-**** *********@*****.***

Experience

Owens Corning, Toledo, OH July 2008 - Present

North American Business Controller - Non-Wovens

Responsibilities:

. All Finance, Cash Flow, Sarbox and reporting. Drive profitability and

financial accuracy.

. Three businesses totaling: $225 million. 330 employees. 6 plants

throughout the U.S. Fiberglass strand mat to OC roofing, wallboard to

Georgia Pacific and sound absorbent products to the automotive industry.

Finance Accomplishments:

. Eliminated forecasting errors with process changes and Plant Controller

guidance.

. Secured $2.4 Million tax abatements for Aiken, SC facility from State,

county and local governments.

. Established a balance sheet review process that has become the standard

throughout OC.

Operations Accomplishments:

. Championed and drove plant period cost reductions throughout Non-Wovens.

Permanent annual savings of $15.4 million (25% reduction).

. Eliminated a $3.3 million SMOI exposure by driving sales and careful

inventory management.

. Coached three employees with performance problems back to solid

contributors through considerable one-on-one training and motivation,

clear communications, giving them the tools/skills needed to succeed.

. Assimilated the Automotive division into NWT and drove business to an 80%

EBIT improvement over two years.

Sanoh America, Findlay, Ohio March 2007 - May 2008

Director - Finance and Accounting

Responsibilities:

. All Finance, Accounting, Cash Flow and J-Sox implementation activities.

Senior financial person. Brought in to be a change agent in all areas of

the company.

. Business: $189 million. 1,300 employees. 5 plants throughout U.S and

Canada. Transplant (Honda, Toyota, etc.) automotive fluid handling

assembly manufacturer.

Finance Accomplishments:

. Reorganized department to place analysts at the plants. Resulted in

local focus on cost reduction, cost analysis, capital investments,

budgeting/forecasting, inventory integrity and all accounting activities.

. Secured $12 million increased financing with Bank of Tokyo Mitsubishi.

. J-Sox implementation (Japan Sarbox). Hired Audit Manager and guiding

implementation effort. Used this as "excuse" to improve financial and

data integrity in all areas.

. Month-end close timeliness. Reduced closing from 14 days to 4 by

eliminating redundancies, instilling deadlines and spreading the workload

throughout the department.

Operations Accomplishments:

. Developed and implemented a CAR (capital appropriation process) to

properly guide the company in the submission and analysis of capital

requests.

. Drove review process of every cost reduction project for the year ($6.5

million).

GenTek Inc. 1999 - 2007

Operations Controller - Toledo Technologies, Perrysburg, OH, (June 2001 -

March 2007)

Responsibilities:

. All Finance, Accounting and Sarbox activities. Frequent presenter to

GenTek (NYSE) senior management.

. Business: $90 million. 350 employees. 2 plants. Big 3 automotive

engine parts manufacturer.

Finance Accomplishments:

. Analyzed, presented and gained CEO approval to proceed with an $8 million

business expansion. Resulted in senior management reversing direction

and re-tooling a plant slated for closure.

. Improved the Finance department efficiency with using Lean principles.

Reduced month-end close from 8 to 4 days, the annual budget from 2 months

to 1 month and the quarterly forecast from one month to 8 days.

. Presented financial impact of shutting down three plants. All three

plants were ultimately closed.

Operations Accomplishments:

. Implemented an automated key metrics system for both Toledo and Defiance.

. Development and implemented a cost reduction program that has mobilized

the Engineering, Purchasing and Operations areas to reduce costs $1.5

million per year.

. Saved $200,000 annualy by planning/installing a low-humidity warehouse to

prevent our steel parts from rusting.

. Proved and negotiated $500,000 of vendor refunds caused by inventory

shortages/faulty customer dunnage.

. Project Leader of the QAD (ERP software) implementation at both Toledo

and Defiance.

Division Controller - Defiance Precision Products, Defiance, OH (July 1999

- June 2001)

Responsibilities:

. All Accounting and IT activities. Frequent presenter of financial

performance, budgets and forecasts to the CEO and CFO of GenTek (parent

company).

. Business: $55 million. 320 employees. 3 plants. Automotive and Class

8 diesel engine parts manufacturer.

Finance Accomplishments:

. Reduced AR from 65 to 49 DSO by meeting with customers and active

management. Increased AP from 34 days to 57 days by working with

suppliers, changing payment terms and gradually stretching accounts.

. Restructured duties of all Accounting and IT personnel to focus on

analysis, plant support and financial integrity.

. Reduced the month-end close and reporting from 7 to 3 days.

Operations Accomplishments:

. Increased profitability $.7 million in 2001 by developing and

implementing a Profit Improvement Program (PIP).

. Led efforts to reduce inventory losses 70% via accounting / ERP system

and production reporting improvements

Guardian Industries, Upper Sandusky, Ohio 1996 - 1999

Controller / Operations Support Manager

Responsibilities:

. All Accounting and IT activities.

. Business: $50 million. 400 employees. 1 plant. Automotive and Class 8

diesel engine windshields.

Finance Accomplishments:

. First Operations Support Manager in Guardian. Transformed the Finance

area from a traditional accounting function to an operationally-focused

team while still practicing sound GAAP principles. Transformed the

Finance team to truly be Operations partners.

. Improved inventory accuracy to 98% (from 75%) by setting and enforcing

inventory management procedures.

Operations Accomplishments:

. Developed and implemented a Profit Improvement Program (PIP) that

increased Operating Profit $2.0 million (4% of sales) in 1998 and an

additional $2.0 million in 1999, enabling the plant to achieve

profitability.

. Co-championed the first ever layoff (89 employees) to restore the plant

to profitability.

. Led value-added, value-engineering (VAVE) effort on parts sold to Volvo.

Achieved 25% cost reduction.

. Replaced Sales Manager to negotiate contract Mack Truck (largest

customer). Saved $200,000 in 1999.

. Designed/implemented new production reporting system to focus plant on

continuous incremental improvement.

Newell Corp. (Anchor Hocking Plastics division), St. Paul, MN 1995 - 1996

Manager of Financial Planning and Analysis

Responsibilities:

. All general accounting, payroll, receivable and payable activities.

. Business: $70 million. 250 employees. 3 plants. Supplier of plastic

food storage to retail chains such as Wal-Mart and Target.

Finance Accomplishments:

. Reduced aged receivables from $1.1 million to $.4 million via collections

reorganization and procedure changes.

Kimberly-Clark Corporation, Appleton, WI 1985 - 1995

Financial/Business Analyst at K-C Aviation (1989 - 1995); Manager of Cost

Analysis (1988 - 1989); Cost Analyst (1986 - 1988); and Financial Associate

(1985 - 1986)

Accomplishments:

. Implemented a Profit Improvement Program (PIP) that increased profit $5.4

million (8% of sales) over two years.

. Chosen by the Westfield, Massachusetts Plant Manager to be his partner in

the turnaround of the facility ($8 million annual sales). Turnaround

completed in 12 months, restoring the plant to profitability.

. Project manager of the PARNERS+PLUS program, unique to the industry, that

created a comprehensive partnership with customers and, at the same time,

locked in 100% of their business for up to 5 years.

. Project Manager of KCA's development of a Component Overhaul business

Education

University of Wisconsin - Oshkosh, Oshkosh, WI June 1999

Master of Business Administration, Graduated with Honors, Cumulative Grade

Point Average: 3.96 of 4.00.

Ohio State University, Columbus, OH May 1985

Bachelor of Arts in Business Administration, Finance Major, Graduated in

the top 15 percent. Grade Point Average: 3.30.

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