Manager Management

RONALD L. GILMER

**** *** *

Perryville, Missouri 63775-9475

*************@*****.***

Phone 573-***-****

Cell 573-***-****

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EXECUTIVE PROFILE

FINANCIAL CONTROLLER

GENERAL MANAGER/PLANT CONTROLLER

Experienced Plant Controller, Project and General Management Executive with

more than 20 years of experience in managing the bottom line, ROI and

monitoring balance sheet ratios. Strong leadership, motivation,

communication, negotiation, creative and analytical skills. Decisive,

solutions focused and results oriented. In depth collections and credit

worthy analysis experience. Worked international market setting up

Venezuelan production for private line of production friendly equipment.

Set up production for steel equipment in Mexico. Imported and exported

goods for the international markets.

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PROFESSIONAL EXPERIENCE

Randolph County Sheltered W/S

Rebuilding operation 100%

April 2008 - May 2009

. Required knowledge of the operation of all aspects of an operation for

HR to different

parts of aligning finance (from accounting to writing procedures for

valuation of inventory to establishing machine hour rates (cost

accounting) to purchasing procedures.

PCSW, Inc., Perryville, Missouri

January 2004 - February 2008

General Manager/Controller/Executive Director

(Operations Manager)

. Managed entire company, from a financial and production measurement

base, with total bottom-line responsibility. Managed a staff force of

6 and several mfg. positions.

. Managed plant manufacturing operation for a plant of 50-100 employees,

estimated and set up new jobs and negotiated new contracts.

. Arranged negotiations with main customer, TG of Missouri (wholly owned

subsidiary of Toyota), that resulted in joint pricing, increasing

revenues by $500,000.

. Set up financial production standards that resulted in changing flat

wage rates to piece work, reducing bi-weekly payroll by 50% and saving

$75,000 on workers compensation premiums. Knowledge of Cost

Containment approaches used.

. Revised production reporting to measure production efficiency with

checks and balances for the reporting systems. Takes understanding

of material flow to revise.

. Cut production delays from 20 days to current status of a 24-hour

turnaround, increasing company's worth to its major customer. As a

result, the customer raised delivery and production standards rating

from 1 to 5, which resulted in an increase in overall performance

ratings and reduced costs. (A 1 rating is termination of vendor

status.)

. Established a new division for the company. Designed a machine

increasing production by 1,000%, from 200 bags per day to 2,000 bags

per day. Researched jobs looking at costs of labor and required

movements which take time slowing production.

. Modified production line, increasing production from 10 pallets per

day to 8 pallets of product per hour. Designed second machine taking

production from 200 bags of product per day to more than 2,000 bags

per day. All machines designed were OSHA approved.

.

Ronald L. Gilmer - Page 2

. Made financial analysis resulting in selling off 20 obsolete machines

and reduced balance sheet liabilities by $380,000, replacing space

with profitable lines.

. Started a financial, systematic approach to move current ratio from .2

to 1 to a 1.8 to 1 ($.20 cents of current assets to cover $1.00 of

current liabilities to $1.80 in current assets to cover a $1.00 in

current liabilities). Requires in depth understanding of finance.

. Established cross-training procedures, enabling work to continue

uninterrupted during absences and when vacancies occurred.

. Appointed management team and began to build a management relationship

by showing support for line managers. Used mentor skills to work with

people.

. Held daily production meetings that resulted in training line

supervisors to know how to manage production and regulate down time.

. Introduced discipline by revising and publishing a meaningful employee

handbook.

. Established new procedures giving more control to line supervisors,

resulting in issues being addressed more quickly for better

employee/management relationships.

. Created systems to count inventory and use inventory control sheets,

enabling quality problems to be traced to the day produced and the

individual who produced the product.

Held various contract positions while writing a novel. April

2003 - January 2004

. Set up defined accounting systems for large oil company.

. Trained large convenience store companies on the accounting and

installation of new computer programs for tracking gas sales and

purchases for major oil companies.

. Consulting jobs with small convenience store companies, setting up

books, inventory procedures and improving computer programs to meet

client needs.

. Set up financial statements and audit procedures for a private Florida

company to track billing for government jobs. Set up internal

controls for customer to prevent loss of revenue due to poor internal

control on shipments.

Logos School - Olivette, Missouri

October 1999 - April 2003

Business Manager/Controller

. Oversaw all aspects of payroll, accounting and cash flow management

and IT.

. Set up contract tracking and tuition financing for families. (Credit

management).

. Maintained accounts receivable control, including collections, working

with families to keep individual accounts receivable in a current

status.

GOC (Gibson Oil Company) Ltd., Butler, Alabama

November 1997 - June 1999

Controller

. Set up and corrected new computer program, redefining all computer-

generated conversions. Requires knowledge of logic of writing

programs and general overall knowledge to specific needs of

information to be distributed to other managers.

. Corrected all subsidiary journals to support information for

forecasting and calculating cash flow. Knowledge of managerial

accounting and applications.

. Set up accurate inventory calculations and computer financial

statements. Designed to keep all of management up to date on

department control of costs. Cash flow maintenance.

. Initiated leased staffing, saving approximately $80,000 per year in

labor and insurance costs. Reduced overtime, saving $15,000 per year.

. Transformed company culture from that of a family-run business to a

corporate culture.

EDUCATION and MILITARY

Bachelor of Science, Business - Accounting, University of Missouri - St.

Louis, Missouri

Dean's Honor List, Accounting Lab Instructor

Special Military Unit - Letter of Accommodation and Honorable Discharge,

Platoon Leader

Held Major Security Clearance-One of Highest in Military

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