Manager Management
Resume:
GREGORY BRATCHER
abntzq@r.postjobfree.com
Cell: 734-***-****
Westland, MI 48185
PROFILE
Dynamic Finance professional with proven ability to drive performance improvements through exceptional
analytical and organizational skills
RELEVANT EXPERIENCE
Visteon Corporation ($11B Revenue) June 2000- Oct 2008
Shared Services Financial Manager July 2006–Oct 2008
Manages financial operations team, three direct reports, seven indirect, ($547M annually) allocating
expenses for infrastructure departments in a shared services model, including AP, AR, inter and intra-
company billings, GL reconciliations, cash management, monthly close, accruals, property accounting and
accounting process improvements (25% yield). Systems include PeopleSoft, Hyperion, Essbase and SAP.
Tracking/reporting of spending to Management by cost category, budgeting process, variance explanations.
Ensures compliance with SOX (Sec. 404) requirements and supports periodic internal and external audits.
Set up internal controls, resulting in successful audits with Deloitte & Touche, PWC and E&Y.
Finance Champion for Plant Divestitures, providing pricing (allocations) and Change Management.
Manages Accounts Payable processing, payments and tracking, including Vendor issues.
Manages Payroll billing and accounting for salary and hourly leased/shared employees.
Product Analyst, Electronics Product Group August 2002–June 2006
Business Planning and budgeting process for Driver Information Product Group ($434M annually),
reporting of operating results, forecasts and variance explanations.
Developed Altec Plant ( Mexico) Future State cost targets and price modeling using Lean Manufacturing
principles, resulting in $20M savings in manufacturing costs (received Spot Award).
Performed Cost Audit for Stepper Motor supplier which resulted in $18M ($3M/year) in savings.
Provided Business Case analysis for advanced projects resulting in a Focus Award from the ABC.
Financial lead for China joint venture licensing agreement negotiations and price modeling.
Provided pricing for Quote Teams via FIN6 Model and using Hyperion Essbase and PeopleSoft.
Engineering Analyst, Interiors & Climate Control Systems June 2000-July 2002
Led Six Sigma project using Lean Manufacturing to improve prototyping processes ($16M savings).
Developed Product Development budgets, budget transfers, monthly forecasts, the 2001 Reorganization,
and property accounting. Tracked and approved PO’s in our CPARS system.
Performed monthly close process, reconciled Hyperion Essbase system to the WW Ledger, prepared and
delivered monthly budget reviews and reports to Engineering management.
Ford Motor Company August 1999-May 2000
Cost Analyst, AX4N Transmission, Van Dyke Plant
Created calendarized budget, prepared forecasts, analyzed Six Sigma projects, investigated variances and
prepared Cost Review packages, various Lean Manufacturing projects, inventory control, SVA Asset
Management (moved due to Visteon Corporate spin-off)
PREVIOUS EXPERIENCE
Includes experience within the oil & gas industry and overseas with a non-profit organization.
EDUCATION
Master of Industrial Administration (MBA), Concentration in Finance 1999
Purdue University, IN GPA 3.6
Bachelor of Business Administration, Petroleum Land Management 1979
University of Texas, TX GPA: 3.0
COVER LETTER
If you are looking for a proactive Finance Manager, who can drive improvements, I can do just
that. I have been the “acting” Controller for our NA Shared Services BU ($547M annually)
because my boss, the Controller, has been in Europe working on M&A deals for most of the
year. So I have stepped up and managed the financial operations, the budgeting process,
including tracking spending for our Operations Management, providing forecasts and variance
explanations. I've also made process improvements yielding 25% efficiency in our Finance
Team.
Our BU is similar to a plant, except we provide services to manufacturing plants. Our team (three
direct reports, seven indirect) allocates costs for infrastructure departments in a shared services model (ex.
AP, AR). We prepare invoices, perform billing operations, allocations, track AR, AP, manage cash
flow, the general ledger (use PeopleSoft & Hyperion), including account reconciliations and
property accounting. We currently have 12 Plants for our main Customer, Automotive
Components Holdings (ACH). We work with Purchasing to process our PO’s through our
CPARS system, setting up PO's, paying invoices, tracking payments and answering vendor
questions. We process payroll, including all benefits, via Fidelity, then bill it to our Customers
for leased /shared personnel by department and account. So I am familiar with payroll processing
for salaried and hourly workers.
When I arrived in July, 2006, Ford was conducting an audit of ACH, whom we billed for
services. I discovered that there were no documented Internal Controls. I immediately reviewed
the preliminary Audit report and provided the necessary documentation (invoices and
reconciliations) to resolve the immediate questions. One of the requirements was a documented
Internal Control process. So I lead a team to develop, document, implement, monitor and self-
attest our controls. We have had annual audits with PWC, E&Y and Deloitte with no major audit
comments.
In my previous position as a Product Analyst for the Driver Information business (Instrument
Clusters, #2 in the world), I managed Business Plans, budgets, consolidated and reported
monthly operating results, forecasts and provided variance explanations for our plants in Europe,
Asia, Brazil and North America (nine plants, two joint ventures). The variance explanations
included Volume & Mix, F&T, Direct Labor & Overhead, Project Spending, Currency
Exchange, etc. We used Lean Manufacturing by benchmarking plant metrics. Because I have
worked directly with plants all over the world, mostly Electronics plant, I'll bring a wealth of
resources with which to analyze and evaluate for your operations. I performed Make/Buy and
Make/Make analyses.
In 2003, we were in a death spiral, volumes decreasing causing our pricing to be higher due to
fixed costs. So I suggested we use our competitive intelligence to ascertain an affordable cost
structure for our largest Mexican Electronics plant (~ 2,800 employees). Our management
agreed, so I analyzed historical and benchmarking data and developed the Future State cutting
manufacturing costs by $20M (2006-2007). We created a plan to reach these cost targets and we
modeled all new quotes (post-2006 launches) with the better pricing. As a result, we won $684M
in new Electronics business in 2004 and turned around the business from YOY declining sales (-
15%, 2005-2006) to increasing YOY sales in 2007-2008 (+13%). I received an internal Spot
Award and this Future State idea was then used by other Product Groups throughout the
company. So I know how to drive process improvements.
I provided pricing for the Quote Team. I worked with all the functions (PD, Purchasing,
Manufacturing, F&T, MP&L, etc.) to get their inputs, challenge their inputs, and used the FIN6
Model to provide pricing under various and ever-changing scenarios. I had to respond to quick
turnaround requests. So I’m used to dealing with time pressures. The Excel model calculated
EVA, IRR, ROS, NPV, etc. I soon became the FIN6 Model "guru" and was asked to give
presentations to the other functional groups.
As an Engineering Analyst, I led a Six Sigma project where I worked in manufacturing plants
and used Activity Based Costing and Process Mapping to provide more robust prototype costing.
We provided the Sales Teams cost data to negotiate better pricing. We are able to generate $16M
in revenue, savings and recoveries across three product groups in three different plants.
I am a team player with exceptional analytical and organizational skills. I have consistently used
Lean Manufacturing principles to drive team performance. I can do the same for you. Due to the
recent downturn in the automotive sector, Visteon Corp. eliminated 800 positions, including
mine. So I’m willing to relocate. I have the necessary accounting hours to sit for the CPA exam.
My professional goal is to gain CPA certification within the next two years.
With Regards,
Greg Bratcher
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