WILLIAM R. GREISIGER
Maumee, OH 43537
Cell 419-***-****
ablxtp@r.postjobfree.com
PROFESSIONAL SUMMARY
Financial Professional and strategic leader with progressive experience in
finance and operational management. Blends strategic/financial analysis,
organizational, and administrative skills with operations knowledge. Strong
leadership, project management, communication and interpersonal
skills. Extensive experience in:
General and cost accounting Procurement/Purchasing
Budgeting Warehousing and distribution
Spreadsheets Inventory Control
Strategic Management Creating Competitive Advantages
PROFESSIONAL EXPERIENCE
NOBEL AUTOMOTIVE, Archbold, OH
2007-2010
Controller, Responsible for all Accounting activities, internal reporting,
budgeting, variance analysis, forecasting, cost analysis, Inventory
management, and cash management.
. Established P/L reporting allowing management to make better
pricing strategies.
. Developed cash flow reporting resulting more effective collection
of receivables as well as
improved payment strategies.
FERRO CORPORATION, Stryker, OH
2005-2007
Financial Analyst, Coordinated and ensured compliance with Sarbanes Oxley
testing, Budget preparation, Cost accounting and detailed financial
analysis, Coordination of product pricing.
. Set up testing procedures, brought testing up to date, set
schedules to keep testing on track.
. Took over pricing updates resulting in appropriate price/cost
ratios.
ITW INDUSTRIAL FINISHING, Maumee, OH 1984-2005
An operating unit of ITW with revenues of $68M, average inventory of $5M
engineered components, industrial systems and consumables, employing 120
employees.
Operations Manager-Spare Parts, (ITW Industrial Finishing) (1997-2005)
Led cross-functional team of 5-10 associates responsible for the
procurement, kit assembly, quality, inventory control, and accounts payable
of over 5,000 parts costing in excess of $14M.
. Coordinated and implemented cycle counting program resulting in better
customer fulfillment rates and better inventory control.
. Developed quality incident reporting process that gave access to
quality issues.
. Supplier self-audit program was developed resulting in drop in $20K
travel expense.
. Implemented Preferred Supplier Program and on-time delivery
measurement process that improved supplier fill rates by 20% and
lowered the number of quality incidents by 50%.
. Lowered inventory from 3.5 MOH to 1.7 MOH by developing standards for
procurement and establishing policies on inventory control. Reduced
inventory by $1.5M and increased on-time delivery by 10%.
WILLIAM R. GREISIGER Page Two
. Automated ordering process that reduced ordering time from 6 hours to
2 hour per day was instituted in 2000.
. Two bin trigger system that lowered inventory from 3.0 to 1.8 MOH was
initiated in 98.
. Set vision for new business unit. Implementation of vision resulted in
an increase in
order fill rates of over 10%, decrease of inventory MOH of 50% and
operating cost decrease of 25%.
. Developed procurement system and supplier relationships resulting in
20% time savings and overall cost reductions of 5%.
Divisional Controller, (ITW Industrial Finishing) (1994-1997)
Responsible for day-to-day operations of accounting, tax information, and
quarterly governmental reporting. Managed accounting staff of 5 located in
2 business units.
. Implemented management reporting resulting in better information to
management for decision making.
. Worked with customers to make payment terms more palatable for capital
equipment purchases resulting in better compliance to payment terms.
. Worked with management to control spending and establish policies
aligned with the annual and long range plans, lowering operating
expenses by 14%.
Unit Controller, (ITW Industrial Finishing) (1990-1994)
Responsible for day-to-day Accounting activities, including general ledger
reporting and analysis, accounts payable, accounts receivable and
collection, fixed asset control. Managed accounting staff of 6 in U.S. and
Canada
. Investigated and installed new computer system.
. Developed and instituted policies that reduced AR DSO's from 65 days
to 45 days.
Accounting Manager, (DeVilbiss Co.) (1984-1990)
Directed staff of 2 maintaining G/L, domestic and foreign consolidations,
fixed asset control, and expense reporting process for 300m company with
over 200 employees.
FLUOR DANIEL (fka Daniel International), Monroe, MI 1982-1984
Contract Auditor
MEDICAL UNIVERSITY OF OHIO, Toledo, OH 1980-1982
Director of Accounts Payable
EDUCATION
Certified Public Accountants License - Accountancy Board of Ohio - 1983
B.A. Business Administration, Accounting, the University of Toledo, Toledo,
OH - 1979
DISTINCTIONS
Member of the Ohio and American Society of CPA's
Vice Chairman of City of Maumee Administrative Board
Former Chairman Arrowhead Park Association Board of Trustees
WILLIAM R. GREISIGER Page Three
ADDITIONAL KEYWORDS
Operations manager, plant controller, accounting manager, divisional
controller, unit controller,
assistant controller, consolidations, contract auditor, CPA, accountant,
purchasing manager,
procurement manager, supply chain manager, facilities manager, distribution
manager,
inventory control manager, develop, implement, constantly improve, lead
monthly closing,
general accounting activities, timely reports, consultative analysis,
coordinate, modeling
activities, procurement, material savings, logistics, key metrics, PPV,
inventory, make/buy,
interact, self directed, operational accounting, manufacturing facility,
inventory control, sales use
tax, audits, personal property tax, budgeting process, capital
justifications, accounts payable,
responsible, financial systems, reporting, implement, productivity, cost
accounting, cash
management, forecasting, purchasing, financial results, forecast analysis,
development of the
annual operating plan, strategic planning, CPA, Corporate, Division,
finance, excel, word,
manage 2000, presentation accurate, expenses, profits, revenues,
reconciliation, balance sheet,
GAAP, Generally accepted accounting principles, leadership skills,
organizing, planning,
controlling, decision making, effective communication, bachelor's degree,
accounts receivable,
billings, collections, credit, depreciation, expense accounts, fixed asset
management, fund
evaluation, fund accounting, government accounting, G/L, gross margin
analysis, income
statement, internal controls, international accounting, organizational
restructuring, product
pricing, rate of return, reengineering, ROI, implementation planning
execution, accounting
procedures critical thinking, business plans, ethics, financial policy
enforcement, integrity,
trustworthy, confidentiality, deadline, oriented, kan ban, abc inventory
management
methodology, actual cost, annual cost reduction strategy, budgeted
inventory targets, capital
improvements, cash flow cellular manufacturing, channel, supplier
strategies, component parts,
spare parts, cost containment, cost improvement, cost reduction, cost to
budget, delivery, cross-
functional support, currency impact, fifo, lifo, flow charting, forward
buying, hedging, inventory
control, inventory levels analysis, inventory management, BOM, bills of
material, on-time
supplier deliveries Pareto analysis, 80/20 analysis, partnership sourcing,
performance indicators,
policies and procedures for purchasing, policies and procedures for
procurement, Product
quality, productivity improvement, standard costing, supplier capabilities
assessment, supplier
WILLIAM R. GREISIGER Page Four
performance, supplier visitations, supplier relationships, transfer price,
vendor selection, vertical
integration, visual factory, focused factory, visual distribution, two bin,
vendor capabilities,
coaching and supporting, presentation skills, planning, sense of urgency,
capacity planning,
distribution management, facilities consolidation, inventory solutions,
planning, order fulfillment,
outsourcing, physical inventory, cycle counting, purchasing management,
vendor management,
warehouse management, ISO 9001, lean manufacturing, 419, 567, 440, 234,
517, 734, 313
Hyperion, HFM, Mapics, SAP