Controller

Storog

Professional accountant with ** years of operational and corporate

accounting experience in private and public companies. I have managed

large (12) and small (2) accounting and purchasing staffs. Experienced in

several software platforms. Team player with strong analytical,

forecasting, and budgeting background based on target achievement.

Professional Experience

Federal-Mogul Corporation, South Bend, IN

2007 - 2013

Tier One automotive supplier to GM, Ford, Chrysler, Nissan, Kawasaki,

Briggs & Stratton, and NA prototype. Facility sales of $125 million (plus

$110k of distribution) employing 500+

Plant Controller

Position reporting to Plant Manager, with indirect report to Group

Controller. Responsible for all plant accounting, budgeting, financial,

and non-financial reporting. Staff of 6 (4 professional). Use of SAP

software ( installed 2011). Monthly presentations to plant staff and to

senior management. Daily reporting and monitoring of plant performance

indices.

Accomplishments:

. Monthly reporting package and presentation for all plant meetings.

. Visual tracking/monitoring of daily performance indicators such as parts

per labor hour, scrap, tooling usage, sales, etc.

. Reduction in month-end closing process to 2.5 days from 4.

. Re-write of SOX documentation due to SAP implementation.

. Saved $150k per year for 5 years in property tax by applying and

receiving Industrial Facilities Tax exemptions for new plant and

equipment.

Benteler Automotive, Galesburg, MI

2003 - 2007

German Tier One automotive supplier to GM, Ford, & DamilerChrysler.

Facility sales of $135 million employing 400+

Plant Controller

Position reporting to Plant Manager, with indirect report to VP of

Finance. Responsible for all plant accounting, budgeting, property tax,

and other financial and non-financial reporting. Staff of 2

professionals. Use of SAP software. Monthly presentations to plant staff

and to senior management (including German management). Daily reporting

and monitoring of plant performance indices.

Accomplishments:

. Systems for daily reporting for direct labor, indirect labor, R&M, shop

& op, and scrap.

. Project and launch reporting systems.

. Systems to monitor sales and material pricing.

. Reduced administrative expenses by $15,000 per month.

. Reduced plant underperformance from $16 million to break-even in 3 years

through aggressive cost reductions and profit enhancements.

Musashi Automotive Parts, Battle Creek, MI

2002 - 2003

Japanese Tier One automotive supplier to Honda and GM. Sales of $60

million and employing approximately 250.

Accounting Manager

Position reporting directly to the President. Responsible for all

accounting, purchasing, and information systems. Administrative staff of

6 (3 professionals & 2 technical.)

EPI Printing Inc., Battle Creek, MI

1998 - 2002

Commercial printing, packaging & fulfillment company with annual sales of

$80 million. Seven (7) manufacturing locations in Michigan and Indiana

employing 500+. Sub S Corporation.

Manager of Corporate Finance

Position reporting directly to the Chief Financial Officer. Responsible

for all financial functions and reporting. Administrative staff of 6 people

(3 professional). Major responsibilities included monthly division &

consolidated reporting; annual budget; annual audit review (BDO Seidman);

capital expenditures; treasury management, governmental reporting and

audits 401(k), SBT, Sales & Use, and sales tax); and development of

financial and operational systems and reports.

E-mail: *******@*******.***

Cell : 920-***-****

Home: 920-***-****

Charles E. O'Connor

55857 Black Pheasant Dr

South Bend, In 46561

Microsoft Office (Excel, Word, PowerPoint)

Microsoft Outlook

Lotus Notes

Turbo Tax

SAP

MAPICS

BPICS

Hyperion

Profit Control Systems

Charles E. O'Connor

Accomplishments:

. Designed and implementation of a new general ledger and financial

reporting package.

. Reduced month end closing by 2 days.

. Instituted monthly commentary and analysis of division financial

statements.

. I improved accounts payable and receivable process to increase

efficiency (saving $10,000 in time/yr).

. Member of team to convert to a new inventory reporting system (Order

Power).

. Implemented ABC physical inventory for finished goods (approved by

external auditors).

. Assisted in developing additional consignment programs.

Wace USA, Inc., Grand Rapids, MI

1994 - 1998

Graphics arts business with annual sales of $200 million. Twenty-one

divisions involved in prepress services, photo imaging, screen printing,

and offset printing. United States subsidiary of a publicly traded United

Kingdom corporation (Wace, PLC). US operations employment is 1,700.

Business Manager

Position reporting to CFO of WACE USA, Responsible for financial and

business dynamics in direct support of the plant manager for 6 plant

locations. Position was the main financial liaison between the plant and

corporate management.

Controller/CFO - The Etheridge Company

Position reporting directly to the President. Responsible for all

accounting, information systems, and human resources aspects of the

company (annual sales of $12 million). Administrative staff of 3 people

in human resources, information systems, job cost, general accounting,

payroll, and accounts payable. Major responsibilities included monthly

reporting; annual budget; annual audit review (Arthur Anderson); capital

appropriations; cash management, and governmental reporting.

SPX Corporation - Automotive Diagnostics Division, Kalamazoo, MI

1984 - 1994

Multi-national division of aftermarket automotive engine test equipment

with sales of $150 million. Four (4) manufacturing locations involved in

administration, engineering, production and distribution. Twenty remote

locations involved in sales and service. Division employment was 1,500.

SPX merged Allen Test Products with Bear Automotive in 1993.

Division Controller

Position reporting directly to the Vice President of Finance. Responsible

for all accounting aspects of the division. Accounting staff of 12 people

in cost, general, payroll, and accounts payable. Major responsibilities

included monthly reporting of US, Canadian, European, and Australian

operations; annual budget; monthly forecasting; annual audit review (Arthur

Anderson); capital appropriations; and governmental reporting.

Eaton Corporation - Axle & Brake Division, Galesburg, MI

1980 - 1984

Multi-location division of original equipment truck axles and brakes (tier

1) with sales of $800 million, and 5 locations. Responsible for general

accounting of the division.

Computer Systems

Education & Certifications

M.B.A. The Graduate College, Western Michigan University, Kalamazoo,

MI (1987), General Business

B.S. The College of Business, The Pennsylvania State University,

University Park, PA (1980), Accounting

School of Business Administration, University of Cologne, Cologne,

Germany (1979), International Business

Other:

Graduate of Crosby Quality Process training for managers and trainers

Graduate of the Eaton Professional Intern Program

Private Pilot License

Speers Aviation School, Jackson, TN 1981

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