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Management Company

Location:
Naperville, Illinois, 60564, United States
Posted:
May 25, 2010

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Kevin E. Johnson, C.P.A.

**** ****** ****

Naperville, IL 60564

abmrhx@r.postjobfree.com

630- ***-****

Summary of Qualifications

Results driven Senior Management Leader with a distinguished career

building organizations, developing management teams and significantly

improving operational performance. Proven ability in managing the financial

risks of the business and in providing financial planning and record-

keeping, as well as financial reporting to senior management and Board of

Directors of audit issues, non-compliance, financial performance, budgets

and forecasts. Highly skilled in managing the efforts and activities of

people, capital, and resources to reduce costs, improve productivity, and

enhance operating efficiencies.

Demonstrated exceptional leadership abilities with the capacity to build,

train and mentor highly productive financial, audit, and operational teams.

Change agent with outstanding strategic vision, leadership, communication

and organizational skills, which have proven to be critical assets in

developing a positive work environment, managing people, and exceeding

company goals. Possesses a unique blend of expertise in technical

knowledge, growth strategy development, strategic business planning,

coordinating operations and establishing/leveraging existing partnerships.

More than 15 years of progressive leadership and management experience

involving:

Leadership Finance

Team Building Equity and Debt Financing Experience

Change Agent Catalyst Budget / Forecasting

Turn-Around Leadership Financial Planning and Analysis

Board Experience GAAP / SEC Reporting

Mergers & Acquisitions Vendor Relations / Contract

Training and Leadership Development Negotiations

Start-up Experience Cash Flow Management

Investor Relations

Operations Internal Auditing

Operations Analysis Compliance / Sarbanes Oxley

Organizational Design/Development IT Applications (SAP, Hyperion, JD

Process Performance Improvements Edwards)

New Process Development Risk / Fraud Management

Project Management Performance Management

Development of Key Performance Enterprise Risk Management

Indicators Operational and Financial Reviews

Professional Experience

Broadwind Energy, Naperville, IL

2008 - Present

Renewable Energy Manufacturing, Transportation and Service Company

Chief Accounting Officer and Corporate Controller (also served as interim

Chief Financial Officer)

Previous position - Audit & Compliance Director

Oversee all accounting areas, internal and external financial reporting,

SEC reporting, tax reporting, budgeting and forecasting, risk management

and insurance, manufacturing, facilities management, IT, and compliance

functions for a $250 million publicly traded company. Prepare monthly

reporting packages to senior management and board, main point of contact

for external auditors, technical accounting expert and responsible for all

internal controls and Sarbanes Oxley requirements.

. Company was not able to properly managing cash, causing inefficiencies

throughout the organization. Developed comprehensive cash forecast

model to assist in cash management, drove over $12 million in revised

cash savings.

. Company could not file timely financials to the SEC. Took ownership

of the process reducing time to file form 10-Q by ten working days,

developed 10th working day review with business units developing key

performance indicators, standard financial reporting packages and

enhanced budget and forecasting processes.

. Company was facing severe liquidity situation and was in violation of

various debt covenants. Filed two S-1's registering shares for

venture capital investor and selling shares for a $60 million equity

raise. Equity raise allowed for $17 million pay-off of debt and

secured liquidity for future growth.

. Financial reporting packages given to the Board were not consistent

and did not provide accurate financial position of the company.

Overhauled the financial reporting packages, providing revised

budgets, bridge analysis, capital expenditures schedules, re-

forecasts, key performance indicators and margins by customer.

. Identified major financial control issues through out organization

that was negatively affecting financing and investing activities.

Determined gaps in internal controls, developed, and directed

remediation activities within 6 months. Successfully established,

maintained, and continually improved the culture of control discipline

and compliance with rules and regulations. Resulted in continuing to

secure financial and investing capital for long term business growth.

. Company was not Sarbanes Oxley compliant. Developed comprehensive

training programs, established foundation of internal controls and

executed changes within 60 days. Successfully brought company into

compliance and set foundation for future acquisitions to be compliant.

. Identified solutions to major inventory control issues relating to

scrap and process inefficiencies. Established root cause analysis

and identified process improvements to enhance production process.

Established material review board to identify and resolve issues

timely.

RR Donnelley (Wallace/Moore Wallace), Chicago, IL

2002 - 2008

Printing /Manufacturing / Services Company

Vice President of Internal Audit

Managed the Sarbanes Oxley reporting requirements, internal audit,

operational and financial audits and reviewing pre and post implementation

of new IT applications (SAP, Hyperion, JD Edwards, and Operational IT

applications). Directed a team of 25 financial and IT auditors (located in

India and throughout the US), while reporting functionally to the Audit

Committee and administratively to the Chief Financial Officer of an $11.5

billion publicly traded worldwide printing and service company.

. Took over dysfunctional Sarbanes Oxley team and combined processes

with established internal audit function eliminating $1 million in

consultant spending. Remediated four significant deficiencies within

nine months by enhancing communication, partnering with process

owners, and working together to solve issues.

. Significant inefficiencies and cost were being incurred for

outsourcing the internal audit function. Recruited over 25 financial

and IT auditors, trained, and developed the team, established auditing

protocols and department expectations. Resulted in reducing time to

issue audit reports from 90 days to 3 days and reduced overall

outsource spend by $1 million.

. Asked by senior management to identify root cause for the problems

associated with an IT implementation. Assembled a team of financial

and IT auditors, met with plant management and floor management, flow

charted the process and identified the root cause and saved $50

million business with customer.

. Facility accidentally processed the same batch of checks for customers

resulting in a $20 million processing error. Assumed leadership role,

identified how error occurred, developed patented processes to use in

production which resulted in saving the $10 million customer

relationship and avoiding litigation.

. Partnered with the FBI to identify individuals involved with selling

product illegally which could potential negatively affect merger.

Researched and identified fraudulent actions, developed, and

implemented new security procedures. Reduced company penalty for non-

compliance from $150 million to $7 million which resulted in the

merger of two multi-billion companies.

. There were over 3,000 open audit points that were not being addressed

that was affecting cost and compliance. Met with each individual to

establish new deadlines for remediation, developed monthly scorecard

that showed remediation progress. Over 2,900 audit points were cleared

within the first six months of implementing the policy.

. Identified over $1 million in fraudulent credit card activity.

Identified individuals involved, re-engineered corporate credit card

policies, developed data mining techniques and early indicator reports

to identify potential frauds for the future.

Cadant Inc. and Arris Group Inc. (Arris acquired Cadant in January 2002) -

Lisle, IL 2000 - 2002

Global Technology Manufacturing Company

Director of Finance / CFO - Cadant Inc.

Responsible for all financial areas, tax reporting, risk management and

insurance, manufacturing, facilities management and human resources for a

start-up company, specializing in the development of integrated broadband

network solutions. Direct Reports: 5 Indirect Reports: 3.

. As a development stage company, the company experienced significant

cash problems. Over a 12 month period, developed a private placement

memorandum to raise an additional $50 million in financing while

entertaining offers to buy the company. Successfully sold the

company for $70 million.

. As a startup company, the company needed cash to support the

development of their next generation product in order to drive

revenue. Assessed situation, developed strategy to restructure cash

payments for lease financing and issued subordinated debt.

Successfully raised over $27 million in financing.

Director of Finance - Arris Group Inc.

Responsible for all GAAP and SEC financial reporting requirements and

earnings releases for a $600 million publicly traded global communications

company specializing in integrated broadband network solutions. Responsible

for all forecasting and budgeting for new product releases. Maintained

company's financial accounting policies and managed technical accounting

areas, including complex transactions and purchase accounting. Direct

Reports: 2 Indirect Reports: 3.

. Needed to develop budget for newly acquired business in order to

enhance the financial reporting process. Utilized projections based on

market penetration rates, developed comprehensive budget, and monthly

closing procedures to streamline financial reporting process. Rolled

out budget within 30 days for entire organization and established an

enhanced financial modeling and analysis for budgeting process.

Salton, Inc., Mount Prospect, IL 1998 - 2000

Distributor / Wholesaler

Corporate Controller

Developed, reviewed and implemented financial processes to meet

organizational goals and objectives for an $800 million publicly traded

marketer and distributor of household appliances. Responsible for all SEC

financial reporting requirements and earnings releases, tax functions,

shared services, financial reporting and analysis processes.

. The company was not timely closing the books which was impacting

financing activities. Analyzed and evaluated financial processes and

procedures reduced close time by 75% which enabled company to secure

over $125 million in financing.

. Secured over $100 million in financing, to acquire Toastmaster Inc.

. Developed comprehensive budget and forecasting processes for

international locations Salton Hong Kong and Salton Australia.

Deloitte & Touche LLP, Chicago, IL & Moscow, Russia

1992 - 1998

Big Six Accounting Firm

Senior Auditor

International - Moscow, Russia - 6 month period.

. An office of the chairman client needed to have an audit performed to

obtain financing from well known private equity firm. Selected as one

of seven expatriates to establish a manufacturing office in Moscow,

hired 30 local staff members, trained them, and performed the audit in

six months which allowed the client to secure their financing.

EDUCATION, CERTIFICATIONS, BOARD AND PROFESSIONAL MEMBERSHIPS

Purdue University, West Lafayette, IN

Bachelor of Science in Accounting 1992

Certified Public Accountant, Illinois

Board of Directors and Audit Chairman - Chicago Christian Industrial League

Prior Board Membership - Lazy Mountain Residential Treatment Center, Inc.

Member of: AICPA, Illinois CPA Society, Institute of Internal Auditors and

the Financial Executive Institute



Contact this candidate