Management Sales
Resume:
C HR IS.VANDE NE LZEN@G MA I L.COM
CH R ISTOP H E R VAN DEN ELZE N
Twenty years of domestic and international operations and financial management experience in
manufacturing and strategic product development environments. A team oriented professional with
excellent written and oral communication skills. Major strengths include:
•
Internal & External Reporting Complex Business Modeling
Tax Compliance Six Sigma and Lean
Cash and Line of Credit Management Optimizing Sarbox Compliance Regime
Cross Functional Team Leadership Investment Decision Support
Product Costing (Including Activity-Based-Costing) Supply Chain Management
Start-Up & Fortune 500 Experience Systems Analysis and Implementation
PROFESSIONAL EXPER I E NCE
NORT HS HORE POWER SYSTE MS – M ilwaukee, WI 2008 -
P resent
(A Start-up, private equity company marketing portable generators to big-box retailers and
h ardware stores –
g rowing from $7 mil l ion in 2008 to $29 mi ll ion in 2010)
CONTROLLER ( CH IEF F INANC IAL O FF ICER )
H ired in a contract role through Resources Global in December 2008 and as a Northshore employee
i n April 2009
All areas of finance & accounting - Configured a newly implemented MS Dynamics ERP
package and enhanced financial processes and controls.
Banking and cash management - Managed the day-to-day relationship and reporting
requirements with an asset-based lender and forecasted/directed cash f low to optimize the
use of constrained working capital.
Internal & external reporting – Issued statements and financial reports to the bank and
i nvestors, and developed internal management reporting used to run the business.
Coordinated the work of external auditors – Resulted in successful audits by our CPA fi rm,
m ultiple audits for the bank, and due diligence audit by potential acquirer.
Coordinated tax compliance through the use of outside tax experts/preparers.
O SHKOSH C ORPORAT ION – Oshkosh, WI
2004– 2008
($6 billion manufacturer and marketer of specialty vehicles)
F i re & Emergency Group – Appleton, W I
($1.2 bill ion division of Oshkosh Corporation, comprised of 7 companies in the US and Europe)
DI RECTOR O F FI NANCE (12/2006 – 8/2008)
Implemented an automated product costing model, eliminating two weeks of work per month at
Jerr-Dan (wrecker manufacturer).
Implemented bills of material from scratch at Medtec (ambulance manufacturer) to use as a
basis in understanding product cost for use in making pricing decisions.
Completed an activity based costing study at Frontline Communication (broadcast vehicles
manufacturer) to be used in making pricing decisions.
Appointed to the position of Program Director for segment-wide ERP implementation.
D I R ECTOR O F F I NANCE, C OST R EDUCT ION (10/2005 – 12/2006)
Evaluated and selected a candidate from among a pool of suppliers for outsourcing $3.2 million
of painting, and negotiated pricing projected to save $0.8 million per year.
Worked with the management and employees of Medtec to take the company from a loss to
b reak-even by implementing process improvements and control, outsourcing components,
upgrading facilities, applying lean principles, and implementing 5S.
D I RECTOR O F O PERAT IONS F I NANCE, P I ERCE M FG – (7/2004 – 10/2005)
As process owner for the procure to pay process, implemented internal controls to comply with
Sarbanes-Oxley while enhancing management control and process efficiency.
Led a cross-functional team in the design and implementation of an automated procure to pay
p rocess for selected suppliers, resulting in enhanced internal control, a monthly reduction of
20,000 manual t ransaction in the plant for material issues, and the reduction of 0.7 FTE in
accounts payable.
Led the completion of the financial analysis for a $22 million expansion and reconfiguration of
t he Appleton, WI manufacturing locations.
BOSCH GROUP – Stuttgart, Germany 2001 -
2004
($45 billion Tier-one automotive supplier)
M ANAGER O F F I NANC IAL P LANN ING & A NALYSIS, Charleston, SC (10/2003 – 7/2004)
Managed the cost analysis, financial reporting, forecasting, budgeting, and capital investment
analysis for a $1.5 billion plant manufacturing t ier one automotive systems.
Worked on two cross-functional teams to identify and implement multi-million dollar cost
savings ideas across plants domestically and internationally.
M ANAGER O F G ENERAL A CCOUNT ING, Charleston, SC (2/2003 – 10/2003)
Managed the inventory control, general ledger, fixed assets, capital budgeting, payroll, and
accounts payable function in a $1.5 billion plant manufacturing t ier one automotive systems.
Led a cross-functional team to improve inventory control and valuation across a range of
outside service suppliers, warehouses, and the manufacturing plant.
A SSISTANT C ONTROLLER, Greenville, SC (12/2001 – 2/2003)
Managed the financial function of a $125 million plant manufacturing mobile and industrial
hydraulics (including receivables, payables, cost, inventory control, general ledger, and
f inancial reporting).
Co-led a cross-functional team improving inventory accuracy by 25%, and implementing a cycle
count program resulting in the elimination of the requirement for a physical inventory.
Re-designed the financial closing, reconciliation, and reporting processes.
CORN I NG INCORPORATED – Corning, New York
2000 – 2001
($7 billion in sales - H igh purity industrial glass manufacturer)
CONTROLLER / LOGIST ICS MANAGER – C harleston, South Carolina, Specialty Materials
( 2/2000 – 12/2001)
Participated on a cross-functional management team to manage manufacturing operation.
Managed a team of 6 in the controllership and supply chain management function.
Saved $2 million in property taxes in coordination with State Department of Revenue.
C ASE C ORPORAT ION – Racine, WI
1997 – 2000
($6 billion in sales - Agricultural & construction equipment manufacturer)
F I NANCE M ANAGER, C ROP H ARVEST ING P RODUCT D EVELOPMENT – M t. Joy, IA and East Moline, I L
Provided Product Development and Executive Management with strategic financial decision
support regarding the projected future financial returns of new product development
p rograms.
Prepared timely, detailed, and accurate forecasts of expense and capital spending.
Managed multi-year, strategic development programs on a cross-functional team.
Calculated financial returns (EVA, NPV, IRR) of development programs by collecting,
organizing, questioning, and modeling all data required.
Presented overviews of development program financial returns to executive management.
Negotiated the terms of a $1.5 million purchase of intellectual property from independent
i nventors.
N EWEL L ( I NTERCRAFT D I V IS ION ) – Austin, TX
1996 – 1997
($350 mil l ion division of a $4 billion manufacturer and marketer of household consumer goods)
D I V ISION C OST M ANAGER - A ustin, TX (1997)
Managed general accounting, cost accounting, budgeting and forecasting (multi-location
manufacturer and marketer of picture frames).
P LAN T A CCOUNT ING M ANAGER - S tatesville, NC (1996)
Managed the plant accounting function of a $60 million facility manufacturing picture frames.
CASE CORPORAT ION – Racine, WI
1994 – 1996
($6 billion in sales - Agricultural & construction equipment manufacturer)
ACT IV I TY BASED COST MANAGEMENT SPEC IAL IST - R acine, W I (1995 – 1996)
Designed and implemented an Activity Based Cost Management system as a member of a
cross-functional team.
M ANAGER O F C OST A CCOUNT ING, R ACINE M ANUFACTUR ING O PERATIONS - R acine, WI (1994 – 1995)
Led a team of foundry management to explore the financial feasibility of dramatically
modifying the operational structure of a foundry, resulting in a proposal for significant
restructuring, and a partnership with another company; and
Led a cross-functional team in analyzing the incremental costs of a variety of machining
operations resulting in significant out-sourcing and a $2 million annual savings.
G REDE F OUNDR I ES – M ilwaukee, WI
1992 – 1994
($500 mil l ion in sales, multi-location i ron and steel foundry)
M ANAGER O F C OST A CCOUNT ING
Developed and implemented Activity Based Cost Management System and provided decision
support to executive management.
Led multi-functional teams and supervised financial professionals in the analysis and
i mplementation of Activity Based Costing at various manufacturing sites; and
Compiled information and developed pro forma profit and loss statements for use by the board
of directors in deciding whether to purchase another facility. (After six months of operation,
operating costs were 1% below projected costs.)
WAUKESHA F OUNDRY, I NC – Waukesha, WI
1990 – 1992
($18 mill ion in sales, stainless steel foundry)
C OST A CCOUNT ING SUPERV ISOR / C OST A CCOUNTANT
Managed the cost accounting function, enhanced the cost accounting system, and chaired a
m ulti-functional team to resolve manufacturing and margin issues.
ED UCAT IO N
U N I VERSI TY O F W ISCONSIN O SHKOSH – O SHKOSH, W I
Bachelor of Business Administration
Major: Accounting Minor: Economics
Passed the CPA & CMA Exam
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