STEVEN J. MUCCI, CPA

**** ********** **** 419-***-****

(Cell)

Toledo, Ohio 43560 419-***-****

(Land)

abl3nh@r.postjobfree.com

Executive Summary

Senior accounting and finance professional with operational and strategic

experience in information systems, manufacturing management and management

consulting. Possess the ability to quantify complex business issues and

communicate actionable options to senior management. CPA, MBA in Finance

and BS in Engineering with particular expertise in:

Financial reporting and analysis Information systems implementation

Cost accounting and variance Acquisition and capital investment

analysis analysis

Internal controls and SOX US GAAP and IFRS

compliance

Treasury Tax

Professional Experience

CMC Group, Inc. 2009 - Present

CMC Group, Inc is a manufacturer and distributor of food rotation labeling

products, commercial kitchen safety equipment and medical products. Sales

in 2009 were $100 million.

Corporate Controller, Bowling Green, Ohio

Manage financial reporting and information systems in the United States,

Canada and England; direct compliance with US GAAP; manage staff

responsible for AR, AP, payroll and cost accounting; develop and implement

accounting policies and procedures; manage month end consolidation process

and provide reporting to senior management.

. Developed currency translation, inter-company elimination and

consolidation procedures.

. Developed the general ledger structure and chart of accounts for the

corporation and its subsidiaries.

. Developed monthly financial reporting package for senior management

. Integrated the financial reporting systems of a recent acquisition and

those of the parent company

. Report to chief financial officer

Midwesco Filter Resources, Inc. 2006-

2009

MFRI, Inc. is a manufacturer of industrial filtration equipment, specialty

piping systems and industrial process cooling equipment. Sales in 2009

were $300 million.

Group Controller, Filtration Division, Winchester, Virginia ($100 million)

Managed financial reporting and information systems in the United States,

Denmark and South Africa; supervised four controllers and two information

systems managers; implemented accounting policies and procedures to comply

with GAAP, IFRS and SEC rules and regulations; led the development of

strategic plans and operating budgets; translated foreign subsidiary

financial statements, performed financial consolidations and reporting for

the 10Q and 10K. Supervised 14 people and reported to Division President.

. Developed an effective financial and information technology organization

at four locations which significantly improved the quality of internal

control and the timeliness of financial reporting.

. Reduced the time needed to complete a "hard close" at Winchester, VA and

Bolingbrook, IL from ten days to five days and in Denmark and South

Africa from twelve days to six days...

. Inventory accuracy increased to 99.7% in the United States and to 98% in

Denmark and South Africa.

. Developed management reporting tools that maximized contribution margin

by managing product mix.

. Developed financial model for evaluation and relocation of manufacturing

operations to Bolingbrook, IL.

. Developed sales forecasting and gross margin model for the largest

business unit in the division.

. Improved strategic planning process across all four business units

Jacuzzi Brands, Inc. 2002-2006

Jacuzzi Brands manufactures and distributes whirlpools, spas, behind-the-

wall plumbing products, bathroom fixtures and hardware. Sales in 2009 were

$1.0 billion

Division Controller, Valdosta, Georgia ($70 million)

Manager of all general accounting, financial reporting,

cost accounting, accounts payable, accounts receivable, payroll, month-end

close and annual audit. Prepared and presented financial results to senior

vice president, general manager, group controller, manufacturing and

marketing personnel. The division included two manufacturing plants and

two distribution centers. Supervised five direct reports and reported to

division general manager.

. Eliminated the single general ledger used by the division and replaced it

with two general ledgers, one for each manufacturing plant.

. This improved visibility of financial performance. Annual income from

operations increased from $1.4 million in 2002 to $5.2 million in 2005.

. Developed cycle count tracking system that increased inventory accuracy

from 90% to 98%. Inventory turns on raw material increased to 26 times

per year and on finished goods to 52 times per year.

Eaton Corporation 1998-2002

Eaton Corporation is a global manufacturer and distributor of highly

engineered fluid control and electrical distribution systems for the

automotive, aerospace and industrial markets. Sales in 2009 were $11.9

billion.

Plant Controller, 2000-2002, Toledo, Ohio

Manager of all general accounting, financial reporting, cost accounting,

accounts payable, accounts receivable, payroll, month-end close and annual

audit.

Project Manager, 1998-2000, Toledo. Ohio

Led lean manufacturing and continuous improvement initiatives in automotive

and aerospace operations to improve business processes and drive profit

improvement in the United States, Europe and South America.

. Re-organized a warehouse and implemented a cycle count program in Brazil.

Inventory accuracy increased from 75% to 95%.

. Developed new processes for sales order entry and work order releases.

Backlog of unshipped orders was eliminated and plant avoided $1 million

in capital expenditures.

Ashland, Inc. 1979-1998

Ashland, Inc. is a diversified specialty chemical company, providing

products, services and solutions to customers in more than 100 countries.

Sales in 2009 were $8.1 billion.

Manager, Marketing Analysis, 1995-1998, Columbus, Ohio

. Led product and customer profitability analysis for five divisions of

Ashland's Specialty Chemical subsidiary. Operating margin improved by

five percentage points in two years

Manager, Corporate Planning and Analysis, 1988-1995, Ashland, Kentucky

. Developed the strategic planning process and assisted the operating

companies in the development of strategic plans. Operating income from

core businesses doubled in 7 years.

Senior Financial Analyst, 1982-1988, Ashland, Kentucky

Business Analyst, 1979-1982, Ashland, Kentucky

Education/Certifications

MBA, Finance and Accounting - George Washington University

B.S., Civil Engineering - University of Missouri

Certified Public Accountant, KY - Active License

Computer Skills

Oracle, SAP, Epicor, Microsoft Dynamics AX, Made to Manage

Word, Access, Excel, PowerPoint, FRX. Atlas

Professional Affiliations

American Institute of Certified Public Accountants

Ohio Society of CPAs

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