Manager Vice President

Kenneth B. Urbanski

**** ********** ***** 317-***-**** – Home

Zionsville, Indiana 46077 317-***-**** – Cell

abmp4p@r.postjobfree.com

Senior executive with substantial finance and audit expertise in the areas of strategic planning, mergers and

acquisitions, business segment reporting, budgeting and forecasting, cost reductions and control, international

subsidiaries, value added audit process improvements, and Sarbanes-Oxley project management and

compliance. Strong background working with external customers to grow profitable revenue. Proven problem

solving abilities and communication skills. Known for successfully leading organizations through significant

changes while taking on much broader roles.

PROFESSIONAL EXPERIENCE

HILLENBRAND, INC., Batesville, IN 2008 to 2009

Vice President, Finance - Batesville Casket Company

Integral member of the senior management team for $650 million casket manufacturer and distributor.

Provided leadership for financial reporting, financial and operations accounting, forecasting, financial

planning and analysis, credit and collections, and preparation of annual operating plan. Managed staff of

45 direct and indirect reports.

•Reduced accounts receivable days sales outstanding 5% by “top-grading” credit department personnel and

working with sales management. Maintained bad debt expense within budget in a very challenging economic

environment while competitors increased their allowance significantly.

•Developed programs working with our significantly delinquent customers expected to improve cash

collection probabilities and increase our share of their purchases.

•Eliminated three finance department positions through process automation and implementation of lean

office practices resulting in excess of $100,000 in annual savings.

CHEMTURA CORPORATION, West Lafayette, IN 2002 to 2008

2007 – 2008

Vice President, CFO - Polymer Additives Business Unit

Responsible for forecasting, financial planning and analysis, and preparation of annual operating plan for

t his $1.3 billion specialty chemical division. Polymer additives operated 11 global manufacturing facilities

and operated as a functionally matrixed organization requiring frequent and close communication with

appropriate Corporate functions. Led financial aspects of business unit portfolio rationalization including

global joint venture manufacturing negotiations.

•Created reporting package that tracked weekly performance against forecast and provided business leads

information needed in real time to more consistently meet forecast: result – business leaders took actions to

close the gap to forecast improving forecast accuracy and financial results.

•Developed SKU level product costing and gross margin financial model that assisted business unit leaders

in maintaining or improving profit margins through appropriate pricing on products that consumed price

volatile raw material: result – pricing actions taken to protect in excess of $5 million in gross margin.

•Revamped budget process to incorporate financial reporting data warehouse to integrate the process

resulting in greater efficiency and fewer errors.

•Automated monthly financial reporting package reducing errors and improving delivery time by 50%.

Ken Urbanski Page 2

2002 – 2007

Director of Corporate Internal Audit

Directed global internal audit and SOX compliance for $3.2 billion specialty chemical manufacturer.

Managed staff of nine. Implemented global risk assessment and developed a comprehensive global audit

universe and plan covering all significant risks. Responsible for Sarbanes-Oxley scoping and risk assessment,

documentation of processes and internal controls, test plan development and execution of testing, Assisted

management in identifying and managing remediation activities and presented findings to the Audit

Committee of the Board of Directors quarterly. Changed perception of audit department from compliance

t o value added organization.

•Managed the successful implementation of Sarbanes-Oxley section 404 compliance relying mostly on

internal resources. Completely re-engineered SOX 404 process compliance for the parent company

subsequent to merger that occurred in 2005 reducing the number of internal controls by greater than 30%.

•Designed and performed initial high level Enterprise Risk Management assessment of the Corporation,

presenting findings to the Board of Directors.

•Implemented significant improvements in controls for inventory stored in third party locations, more quickly

identifying supply chain issues and reducing inventory write-offs.

•Implemented special project based on audit findings resulting in greater than $1 million reversal of accrued

customer rebates and improved authorization and monitoring controls.

THE SHERWIN-WILLIAMS COMPANY, Cleveland, OH 1985 to 2001

1997 – 2001

Vice President, Controller: Automotive Finishes

Responsible for financial and operations accounting, credit and collections, financial planning and analysis,

budgeting and forecast, and information systems function. Managed a staff of 60 accounting and

information technology professionals. Ensured that individual business unit managers were held

accountable and understood their financial performance vs. certain metrics. Acted as assistant General

Manager recommending actions to improve the Division’s financial performance. Analyzed strategic

acquisitions, both foreign and domestic. Maintained frequent and precise communication with internal

units, external customers, and executive management (including the Board of Directors).

•Expanded an existing financial sales and marketing program that grew sales by $20 million in two key

segments where our financial strength was utilized to “invest” in key new and existing accounts to fuel their

growth.

•Working in the field, developed and negotiated agreements with major customers partnering with our legal

department and new business development group.

•Championed a multi-million dollar project to replace Division manufacturing and technical information

systems: results - 30 disparate systems applications and three product databases were consolidated into five

applications and one data base leading to numerous product improvement initiatives and operational

efficiencies.

•Implemented a satellite communications network across our branch network resulting in $300,000 of annual

savings.

1996 – 1997

Vice President, Corporate Internal Audit and Loss Prevention

Directed the global internal audit function for $5 billion coatings manufacturer and marketer. Ensured to

t he Chief Financial Officer and the Audit Committee of the Board, the soundness, adequacy, and

application of financial/operational and information system controls in order to safeguard the

corporation’s assets. Continually improved the processes of auditing and the results achieved. Developed

t he future financial managers for the Corporation by training and exposing the approximately 60 auditors

t o a range of learning and growth experiences.

•Consistently exceeded audit requirement goals set by the Audit Committee.

Ken Urbanski Page 3

•Changed the methodology of determining audit cycle and audit universe: result - all business units were

audited as needed per risk analysis.

Vice President, Corporate Internal Audit and Loss Prevention (cont.)

•Implemented cross training between operational/financial and information systems audit teams resulting in

higher quality integrated process audits.

•Developed local audit staff in foreign countries in lieu of US staff: result - saved $100,000 annually in travel

while simultaneously achieving better quality audits due to better communications and country knowledge.

1996

Vice President, Controller: Transportation Services Division

Responsible for financial and operations accounting, credit and collections, financial planning and analysis,

budgeting and forecast, and information systems function for dedicated in-house carrier that operated six

domestic warehouses and 100 tractors and 300 trailers. Worked with the business unit managers to ensure

best practices and proper internal controls were being implemented. Ensured that financial reporting

serviced specific management needs. Negotiated equipment/maintenance leases for division trucks and

t railers.

•Led the successful centralization of accounting and payroll from six field locations into the Division

headquarters resulting in $250,000 savings annually.

1993 – 1996

Manager, Corporate Internal Audit

•Recovered or saved the corporation over $1.5 million annually

•Focused staff on proper balance sheet audit techniques to detect fraud. Led to discovery of theft by an

individual totaling $350,000.

•Recruited, hired and trained over 60 college graduates.

1991 – 1993

Manager, General Accounting: Consumer Division

1989 – 1991

Supervisor, General Accounting: Consumer Division

1988 – 1989

Financial Analyst: Consumer Division

1987 – 1988

Assistant Field Audit Manager: Corporate

1985 – 1987

Field Auditor: Corporate

EDUCATION

MBA, Krannert School of Management, Purdue University, West Lafayette, Indiana

BA – Economics, Lawrence University, Appleton, Wisconsin

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