Manager Sales

Dewey Norton, CMA, MBA

310-***-****, 310-***-**** (cell) *****.******@*****.***

Marina del Rey, CA 90292

Video of my career and capabilities:

http://www.youtube.com/my_videos?feature=mhw5

Education

. University of Pennsylvania, Wharton M.B.A., University of Pennsylvania,

B.A.

Experience

2010 consultant to companies in the Los Angeles area. Teaching a course

in International Accounting

at University of California Los Angeles in a classroom and worldwide on the

Internet, working

with UCLA to introduce a new course in turnaround management of the

accounting and finance

function, writing a book on this. Was the keynote speaker at the UCLA

Accounting and Finance Day

conference, re-elected to the Board of Directors of the Los Angeles Chapter

of Financial Executives

International.

2008 to 2009 Corporate Controller Trans Energy,

Los Angeles, California

Family owned company in the fuel distribution & airline services

industries in US and, Mexico. Sales grew from $50 to $500 million in 3

years without acquisitions. Initially accounting was in chaos: it was

impossible to prepare GAAP based statements, do an external audit and

obtain financing. Bank accounts had never been reconciled. Capital

assets were unaccounted for. Past due receivables were growing $10

million/month. Firm ran on Quick Books in 2007.

. Met the desperate need for financial statements based on GAAP by making

major improvements immediately in accounting, financial reporting and

analysis, drastically upgraded financial controls

. Developed strategic plan to ensure that management controls, financial

management and systems could provide robust support for exponential growth

. Began to implement the plan. Recruited outstanding professionals in

finance and administration including divisional controller, treasurer,

finance manager, financial analysts, tax manager, attorney and senior

accountant, transitioning from a small army of clerks to professional

management.

. Led company's first audit, working with Ernst & Young on December 2005 to

2008 financial results.

. Commitments against my advice to end $10 million/month loss on a customer

led to firm closure and mega lawsuit:

http://www.mysanantonio.com/business/Enmex_files_suit_against_Tesoro_Corp_.h

tml

2006-2008 Consultant/Controller Empower

RF Systems, Inglewood, California

Responsible for finance, ERP implementation for all functions, government

contracts and human resources at Empower, $30 million international

manufacturer of amplifiers for aerospace, military, medical and

broadcasting. At all levels of management there were no accounting

professionals. They were making large unsupported accruals for inventory.

. Improved financial controls by introducing: forecasts, a budget,

departments, a standard cost system, inventory controls, cash flow reports,

GAAP based financial statements, reports to the Board of Directors, new

chart of accounts, accrual accounting, recruited two professional staff

accountants.

. Board approved my recommendation to appoint BDO Seidman after Deloitte

withdrew from the engagement. Audit by BDO Seidman went quite well;

adjustments were 1.5% of pretax income.

. Led implementation of ERP system (Epicor - Vantage system), went live

October 1, 2007 - this was the 9th ERP system that I have implemented or

fixed problems of a problematic implementation.

2003- 2005 Consultant/Director of Finance Instant

InfoSystems, Torrance, California

Responsible for finance and purchasing. IIS is the world's largest value-

added reseller of fax server and electronic document delivery software.

The company was growing, highly profitable and most sales were to Fortune

500 companies.

. Drastically upgraded financial management, planning & control; developed

new chart of accounts; negotiated a line of credit; reduced tax liability,

day's sales outstanding by 15 days and closing from 9 days to 1. Recruited

the company's first professional staff accountants.

. Replaced Business Works with Microsoft Great Plains financial systems,

Crystal Reports, Microsoft FRx Reporter and FRx Forecaster. Project was

within budget, on time and achieved all the functionality to which we had

committed. Documented and optimized processes.

. Salary increases and performance bonus increased from earnings from

$110,000 to $195,000

2001 - 2002 Chief Financial Officer Avista

Laboratories, Spokane, Washington

Responsible for finance and information technology, promoted to lead supply

chain management as well. Supervised 9 people. Pre-IPO, development-stage

fuel cell company $18 million R&D budget. IPO team disbanded after it

became apparent that the buyer of a majority interest was going to be a

competitor and integrator.

. At annual meeting, the CEO said my performance was the most important

achievement. Investment banker: my relation with Board Audit Committee was

the best he had ever seen.

. Developed 12 megabyte financial model for strategic planning, IPO road

show

. Upgraded financial controls and business plans, reduced auditor's

management letter comments from 21 for 2000 to 1 for 2001. By 2002, there

were no audit adjustments and no additional footnote disclosures beyond

those provided at outset of audit fieldwork. Reduced monthly closing from

7 to 2 days. Greatly enhanced use of Solomon financial systems

. Implemented a public company charter for the Audit Committee enabling

their oversight to exceed public company standards, provided complete

transparency.

. Primary point of contact for Wall Street investment bankers and security

analysts in efforts to do an IPO and latter to raise equity with a

strategic partner. Led development of strategic plan for the offering

memorandum leading to sale to private equity investors.

1998 - 2001 VP Finance, Board of Directors Secretary Ricon

Corp., Panorama City, CA

Supervised 5 subsidiary controllers (4 were international), information

technology and human resources. Highly leveraged, $100 million

manufacturer of transportation equipment in U.S., Canada, U.K. and Norway.

. Initiated and led optimization of purchasing/production controls that

reduced inventory 40% in 5 months, improved systems and increased cash flow

over $5 million.

. Reduced monthly closing from 10 days to 2 days.

. Provided financial analyses and advice to support divesture of three

foreign subsidiaries and all retail operations. Improved operating margins

over 5% and improved cash flow $7 million.

. Implemented numerous improvements to support management control and

public reporting.

. Advised entrepreneurial management, represented the firm to lenders and

investment bankers

1997-1998 Vice President and Corporate Controller Ameron International,

Pasadena, California

Supervised 19 group and divisional controllers. Responsible for SEC

reporting and adviser on cash flow improvements in this $700 million NYSE

company with operations in the U.S., Europe, the Middle East, South America

and Asia.

. Led successful implementation of logistics, credit, cost and inventory

controls in the turnaround of a $150 million manufacturing company and

related distribution operations.

. Led revaluation of plans to replacement systems in a $125 million group,

re-orienting management to get what they needed from existing systems to

avoid $3 million investment.

. Reduced worldwide monthly closing from 10 days to 2 days. Substantially

improved financial database for internal & SEC reporting. Improved cash

flow in North America and Europe

1993-1997 Vice President Finance

Baldwin Filters, Kearney, Nebraska

Supervised 40 people in finance, systems and cost estimating in the U.S.,

Mexico, Belgium, the U.K., South Africa, Australia and China with sales of

$200 million. Operations provided all of the cash flow of $400 million

NYSE parent.

. Received parent company's Ring award in 1995 & 1996, given to the 5 most

outstanding leaders in all operations worldwide.

. Led due diligence for acquisitions with sales of $50 million.

Implemented effective financial controls for acquisitions in U.S., China,

Latin America, South Africa, Australia and Europe.

. Improved collection efforts to reduce receivables $2.2 million,

reengineered credit, out-sourced some operations to reduce cost & lead

times. Implemented paperless payables integrating bar coding and

purchasing cards to cut headcount 30% and increase cash flow $0.5 million.

. Profits and cash flow improved every year for all operating companies as

we implemented an economic value added system, focusing finance on decision

support, planning and control.

1989-1992 Vice President Finance Ransomes America

Corp., Lincoln, Nebraska

Supervised 50 people, 4 subsidiary controllers and information technology.

Sales $150 million, highly leveraged manufacturer of grass machinery with 6

plants in North America.

. Implemented daily cash flow controls enabling achievement of objectives

during recession.

. Led replacement of 125 terminal, legacy business systems, completed

within $2 million budget and 2 months ahead of schedule. Delivered

promised functionality.

. Negotiated $25 million credit line below prime rate & renegotiated during

recession.

Consolidated risk management, reduced cost and substantially improved

product liability coverage, a major strategic issue in the grass machinery

industry.

1978-1989 Manager Accounting & Strategic Planning GKN Automotive,

Auburn Hills, MI

. Accounting & Strategic Planning Manager as company grew from startup to

$300 million

. Directed evaluation of products at factories and R&D centers in North

America and Europe to plan $0.6 billion in bids on long term contracts for

over 30 products. Analyzed financial implications of design, sourcing and

production strategies, wrote business plans, member of international

product planning committee of operating company presidents.

. Implemented highly effective financial controls based on COSO framework

that enabled the company to grow exponentially and achieve budgets every

year.

. Kept books on a U.K. basis for British parent, wrote a guide for Coopers

& Lybrand comparing U.S. and U.K. GAAP, prepared U.S. GAAP statements

annually to support public offering. Used hedging to reduce exposure to

foreign currency risks in large purchases from Europe and Asia.

1976-1978 Corporate Analyst, Division Cost Accounting Manager Bendix

Corp., Southfield, MI

1972-1976 Financial Analyst Ford Motor Company Product Development Group,

Dearborn, MI

Public service for the professional society of CFO's for middle market and

large corporations

. 2002- present: Los Angeles Chapter Vice President 2004-05, President 2005-

06.

. 1991-2006: FEI Committee on Finance & Technology. Vice Chair 1998-2000,

Chaired 1999 national conference, initiated and led annual Technology

Survey for Financial Executives 1998-2004

. Adviser for data warehousing book published by the Financial Executives

Research Foundation

. Advised the Securities and Exchange Commission senior staff in Washington

on XBRL

. One of 11 FEI members invited to advise Sir David and other members of

the International Accounting Standards Board on U.S. implementation of

international financial reporting standards.

Internet

My blog entitled Ahead of the Curve is focused on financial management

topics: http://deweynortonmba.wordpress.com/

For Internet based networking, I often use Linkedin. Go to their site,

http://www.linkedin.com/, under people lookup type Dewey Norton.

Contact this candidate