Customer Service Management

Chip Henry, CMA, MBA

919-***-**** (C) ? 843-***-**** (H)

*********@**.**.*** ? http://www.linkedin.com/in/chiphenry

Certified Management Accountant

SENIOR CONTROLLER WITH EXTENSIVE EXPERIENCE MANAGING OPERATIONAL AND

STRATEGIC FINANCIAL AFFAIRS OF MULTI-SITE INTERNATIONAL MANUFACTURING

FACILITIES. DEDICATED, HANDS-ON BUSINESS PARTNER AND SUBJECT MATTER EXPERT

PERFORMING BOTTOMS-UP BUDGETING, EFFICIENT CLOSINGS, DETAILED FORECASTING,

AND FINANCIAL ANALYSIS TO ACHIEVE BUSINESS OBJECTIVES. COACHES AND MENTORS

STAFF TO PERFORM AT HIGHER LEVELS OF ACCOUNTABILITY. ADEPT AT TRANSLATING

COMPLEX FINANCIAL DATA FOR USE BY NON-FINANCIAL PERSONNEL FOR THE

DEVELOPMENT OF TACTICAL BUSINESS STRATEGIES. EXPEDITES PLANT-WIDE COST AND

PROCESS IMPROVEMENT PROGRAMS THAT OPTIMIZE PRODUCTIVITY SAVINGS AND ENHANCE

THE BOTTOM LINE.

Balance Sheet Management ? Budgeting ? Cost Accounting ? Due Diligence

Ethics Compliance ? Financial Analysis ? Forecasting ? General Accounting

Global Joint Ventures ? Plant Startups ? Operational Turnarounds ?

Restructuring

SOX Compliance ? 5S ? Lean Manufacturing ? Visual Factory

Professional Experience

ABB Inc. - Florence, SC / Raleigh, NC / South Boston and Bland, VA 1992 to

2010

$30B GLOBAL PROVIDER OF POWER AND AUTOMATION TECHNOLOGIES TO UTILITY AND

INDUSTRY CUSTOMERS. 112K EMPLOYEES WORLDWIDE. FOCUSED ON POWER

TRANSMISSION, DISTRIBUTION, AND POWER-PLANT AUTOMATION FOR ELECTRIC, GAS,

AND WATER UTILITIES.

USPMV SOX Controller (2006 to 2010)

Held reporting unit accountability for eight businesses and six locations

for $30B global provider of power and automation technologies to utility

and industry customers. Confirmed controls, managed testing, assessed

operational effectiveness, and provided due diligence on acquisitions.

. Developed procedures to run SAP reports required for Sarbanes Oxley

compliance and partnered with Division Controller to ensure proper

entity level controls in SOX database.

. Performed walk-through and self-testing of SOX Controls at shared

accounting services, leading to process improvements and increased

pass/fail ratio from 70% to 99%.

. Developed Lotus Notes database to assist with SOX confirmations and

documentation, with 2010 expected savings of 50%.

. Coordinated division 2007/2008 SOX compliancy for 13 processes, 400

controls, 6 locations, and 19 testers. Managed 18 assessors and 50+

controls to complete 2009 SOX testing on schedule.

. Transitioned 400 heterogeneous legacy ERP controls to 60 homogeneous

SAP controls by evaluating and revising existing SOX control

descriptions and test plans.

. Worked closely with local senior controller to complete successful

migration to SAP.

Controller - Circuit Breaker Technology Solutions (2004 to 2006)

Developed and managed financial reporting services across four separate

business units, supervising a staff of two. Served as local lead on

implementing SOX processes, compliance, and sustainability. Financial lead

on acquisition integrations.

. Developed models for splitting local ledger into P&Ls by business,

leading to better understanding of individual businesses and their

affect on total orders, revenues, earnings, and cash flow.

. Created forecasting model that offered accuracy improvements for

revenues and earnings.

. Implemented disciplined approach to balance sheet management,

resulting in current reconciliations and appropriate actions to fairly

state accounts.

. Established cost center budgets for distribution to management team,

putting team in a stronger position to analyze and control cost.

Controller - Small Power Transformers (2002 to 2004)

Held financial responsibility for two manufacturing facilities generating

$150M revenues, supervising staff of six. Restructured US corporate

research lab within $2.4M budget.

. Completed detailed 2003 budget of $150M, fully supported bottom up by

quantifiable assumptions for orders, revenues, costs, capital

spending, balance sheet changes, and manpower.

. Calculated dividend payment for ABB Power T&D Company, allowing for an

equitable distribution of inter-unit capital and debt.

. Coordinated with legal, tax and other shareholders to dissolve ICS JV,

pay final debts, and distribute remaining assets.

Controller - Electric Systems Technology Institute (2000 to 2002)

Supervised financial activities for corporate research lab with up to $30M

annual funding, supervising a staff of three. Implemented full cost models

on projects >$500K. Financial liaison in five major special reviews for

ethics compliance office.

. Instituted customer advance payment process leading to positive cash

flow over project lifecycle.

. Redefined accounting structure to ensure more accurate assigning of

expenses.

. Transitioned accounting through two reorganizations, including ABB

GAAP to US GAAP, ensuring transparency and alignment with corporate

guidelines.

. Partnered with Director and HR Manager to strengthen internal controls

concerning personnel policies and issues, leading to consistent

application of stronger policy.

. Teamed with corporate research controllers in Europe, ensuring

consistent policies and proper use of corporate research funds.

Controller - Electricity Metering (1992 to 2000)

Managed financial activities of four disperse business units measuring and

managing electricity. Established JV partners allowing for global product

launch. Performed due diligence and recommended action on JV and

acquisition opportunities. Reviewed budgets, forecasts, and results,

recommending actions to improve performance. Coordinated standard cost

updates, including calculation of factory costing rates.

. Merged electronic metering and load management into stand-alone unit,

later adding electro-mechanical metering to create stand-alone

division.

. Established financial structure and processes to support global

introduction of metering products throughout joint ventures in Europe

and South America.

. Played key role in metering business growth through tactical insights

derived from detailed financial analysis-resulted in earnings

improvement >$5M.

. Implemented process improvements that improved closing cycle by 2

days.

. Eliminated need for physical inventories by instituting formal cycle

counting programs for inventory and fixed assets.

. Consolidated four units into one division, coordinated operational

budgets, forecasts, results analysis, and external reporting-

maintaining and enhancing division's financial integrity.

. Served as financial lead in divestment of two product lines requiring

removal from product portfolio-generated positive cash flow and

enhanced customer service.

. Directed financial activities during suspension of ICS JV, managing

cash distribution to eliminate financial obligations.

Education & Certification

MBA, Economics & Finance, University of Pittsburgh - Pittsburgh, PA

BBA, Accounting, Lambuth University - Jackson, TN

Certified Management Accountant, Institute of Management Accountants

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