Human Resources Management
Resume:
FRANK H. CARDINI, CPA
abim7y@r.postjobfree.com
Muncie, IN 47303
Senior Finance Executive
Senior Executive with broad hands-on financial management and analysis
background. Proven ability to improve operations, impact business growth
and maximize profits through achievements in finance management, cost
reductions, internal controls, and productivity / efficiency improvements.
Strong qualifications in general management, business planning, and staff
development / leadership. Holds Bachelor of Science in Accounting;
Certified Public Accountant.
Core Competencies
A/R, A/P, G/L, Cash Management Mergers & Acquisitions
Financial Statements & Management Banking & Insurance
Reporting Management
Inventory Management & Reconciliation Accounting Policies &
Procedures
Automated Financial Systems & Human Resources
Software
Operating & Capital Budget Staff Training &
Preparation Development
Tax Reporting & Preparation Regulatory Compliance
Forecasting, Reporting, & Analysis Risk & Asset Management
Key Accountabilities
. Managed month-end / year-end close and financial statement preparation.
Analyzed balance sheets, P&L, cash flows, and budget variances.
. Supported corporate and divisional strategic planning efforts through
forecasting and operational / capital budget development activities.
. Established and maintained credit / collection policies; reviewed and
managed banking relationships. Led several debt restructures.
Accountable for loan covenants compliance.
. Managed inventory and reviewed for obsolescence, movement, and valuation
as well as negotiating purchasing contracts with vendors.
. Coordinated external auditing and tax functions. Managed filing of all
real estate, personal property, payroll and sales and use tax returns.
. Formed financial planning department. Responsible for recruitment,
hiring, supervision, staff performance and evaluation, and fiscal
planning.
. Proficient in managing and implementing technologies that augment
financial controls and improve efficiencies.
. Organized collective efforts to accomplish four separate acquisitions.
. Directed legal department regarding contract work, specific research,
legal issues, title search requests, claim strategy, labor law, bank loan
amendments, and due diligence research for potential acquisitions.
. Served as key contact on all insurance matters, negotiating best possible
rates, generating extensive cost savings with improved coverage levels.
. Experienced in administrative functions in both union and non union
environments. Participated in several union contract negotiations.
Professional Experience
Primex Plastics Corp.
Richmond, IN
CFO
1998-2009 A $500M privately held specialty plastic company with 11
facilities in the U.S. and England. Supervised activities and employees in
the following departments: Accounting, Credit, IT, Human Resources, and
Legal
Frank H. Cardini, CPA, page 2
comprised of 23 employees. Led staffing initiatives, annual operating
plans, strategic planning, training and development, and provided support
to other departments.
. Developed and implemented "Gainsharing Program" for hourly and support
personnel in 10 plants on 3 shifts. Resulted in a 50% productivity
improvement over an 8 year period while reducing customer rejects by 70%.
Program provided up to a 40-hour bonus per quarter if goals were met in
production rates, quality, safety, material cost savings, supplies,
trash, and maintenance savings. Metrics served as base for continuous
improvement efforts.
. Led Information Technology Department in the implementation of a vastly
improved company wide communications network. Three generations of IBM
AS/400 mid-range platforms were acquired. Introduced new ERP software to
replace the existing Infinium/legacy systems, and developed company
"intranet" application to allow for secure remote access to company data.
. Developed a more automated cash collection / application system in the
Credit Department to take advantage of on-line bank lockbox products
coupled with an updated in-house accounts receivable posting system.
Installed larger display monitors for the Credit Department personnel to
provide side-by-side display of bank lockbox detail compared to specific
customer receivable detail. Developed a robust 3rd party collection
agency network/system for monitoring and collecting past due accounts no
longer responding to inquiries from credit department personnel.
. Created and deployed plant performance graphs as "dashboards"
highlighting individual plant performance as compared with prior years
and current year budget. While detailed "plant reports" were generated
and posted on the intranet monthly, the summarized graphs provided a
quick "report card" that was much easier to scan and determine where
attention was needed to address results below budget expectations.
. Introduced a daily orders / production / shipment log providing for daily
visibility as to progress against the pertinent monthly forecast. As
each operation posted their daily results, the progress against budgeted
volume rates was easily observable allowing for corrective action well
before the current month was completed.
. Implemented a "purchasing card" system to reduce paperwork associated
with ordering various supplies and non-production materials. Greatly
reduced the number of related purchase orders / receivers being generated
for miscellaneous purchases.
. Phased out all (35) leased vehicles provided to field sales personnel and
converted to automobile allowance payroll program as each rental unit
reached end-of-term, saving $100K annually in maintenance and insurance
costs. Included coordinating insurance requirements and obtaining
additional named insured certificates from each salesperson's carrier.
ABB Power Transformer & Components Divisions
Muncie, IN
Business Area Controller
1990-1998
Managed 28 employees in General Accounting, Cost Accounting, Financial
Planning, and IT Technical Support Services at three sites, Muncie, St.
Louis, and Alamo for $250M multi-site operation manufacturing power
transformers and transformer components. Participated in relevant worldwide
Business Area discussions regarding deployment, operations, and
performance.
. Combined the financial planning / forecasting functions from 3 sites to
one without deterioration of reporting accuracy or timeliness.
Transferred personnel while reassigning others. Additional computer
systems were developed to provide for timely data exchange within a 3
plant network to various business units and headquarter sites.
. Established a revised cost modeling system necessary to transition from
current Westinghouse cost accounting system. Developed interfaces to
provide for cost modeling and reporting in the desired ABB format.
Required cost-for-pricing analyses and merged with engineering programs
used to generate transformer designs for customer quotes.
. Rationalized the IT functions at Muncie, St. Louis, and Alamo to run more
efficiently from centralized Muncie site and downsized the other 2 plant
IT roles. Serviced all three sites without losing processing speed or
efficiency. By consolidating the design databases, cost-for-pricing
programs were more consistent and accurate.
Frank H. Cardini, CPA, page 3
. Served on multi-functional task force to implement Philip Crosby "quality
improvement program" throughout entire organization. Savings were
estimated at $2.5M annually. Required coordination of software,
hardware, and process mapping efforts to accomplish the implementation
within schedule and as designed.
. Implemented an internal product line accounting system for 5 separate
product lines being produced at Muncie facility, leading to improved cost
control and cost avoidances. Assigned "product line controllers" to
assist product line managers and teams with interpreting financial
results reported as full balance sheets, income statements, and cash flow
statements.
Port Authority of Allegheny County (PAT)
Pittsburgh, PA
Director of Finance
1985-
1990
Managed activities of 8 departments including grants and risk management
consisting of 6 managers and 42 employees for public transit agency with a
$150M annual operating budget and $1B balance sheet.
. Led effort to create a more professional finance organization.
Established various processes and procedures resulting in better service
and a 10% reduction in staff. Instituted weekly staff meetings, process
mapping, "walk in my shoes" programs, cross training, and extensive
professional training to develop staff capable of increased
responsibility and change.
. Established Financial Planning & Budgeting department. After one year of
operation, awarded the GFOA (Government Finance Officers) award for
Distinguished Budget Presentation over the next three years. Also,
developed process for tying the annual budget to the strategic plan by
linking quarterly budget progress back to specific elements of the
strategic plan.
. Reduced costs for fare collection process and currency / coin counting
and depositing process to reduce 5 positions. Introduced bank ATM fare
ticket dispensing network at subway stations. Introduced a $1 fare token
to reduce costs to process paper currency.
. Participated in negotiations for two union contracts. Provided financial
information necessary to "price out" various proposals put forth during
the bargaining process.
. Worked with primary bank to introduce a Grant Anticipation Note program
allowing company to borrow funds in advance of receiving state and
federal grants. Helped to better balance cash flow tied to grant
payments.
Education and Professional Development
Bachelor of Science, Accounting
Pennsylvania State University; Graduated 4.0 / 4.0
Philip Crosby Quality College; Wharton School
Executive Management Program
Professional Affiliations
Society for the Plastics Industry (2005-2008)
Midwest Processors Board, Treasurer
Sheet Producers Task Force
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