Management Financial

MICHAEL GLOVA MBA/CPA

**** ****** **** ********, ********** GA 30005

404-***-**** ******@*******.***

CORPORATE CONTROLLER

PROFILE

Senior finance and accounting leader with progressive experience in public and private equity backed companies with multiple operating business units up to 2B+ in revenue. Deep knowledge and experience in P&L management, controllership, accounting operations, controls, ERP systems implementation, mergers and acquisition (M&A), purchase price allocation, management reporting and financial planning and analysis in manufacturing and technology education and training industries. Valued business partner to executive management who takes an active role in setting strategic direction, influences outcomes, drives accountability, and financial integrity.

Significant experience related to complex accounting rules in the areas of revenue recognition, capitalizing interest, multiple elements, acquisitions and dispositions. Thought leader who drives GAAP and policy compliance, improvements in reporting, analysis and SOX internal controls. Customer focused and experienced in establishing and implementing department goals and objectives, overseeing and enabling financial performance, and leading teams to achieve goals. Recognized as a principal member of senior management teams charged with navigating companies through periods of organizational change.

GL Controls/Processes/Closing Strategic Tax Planning Financial Governance

KPIs / Metrics / Analytics M & A Integration Risk Management

Process Re-Engineering Leverage Technology Start Ups

PROFESSIONAL EXPERIENCE

TRIBE TRANSPORTATION, Gainesville, Georgia Aug 2017 - Present

A $100M Transportation Company with over 250 Tractors serving the eastern half of the US.

Corporate Controller/CFO (Consultant)

Reports to the Executive Vice President and is responsible for directing the finance function and providing Senior Leadership and Shareholders with data driven and root cause analysis to make educated decisions about the Company's future.

Key responsibilities:

Closing Books and the Preparation and Dissemination of Financial Management Reports to Leadership.

Preparation of Annual Budgets and Quarterly Forecasts.

Oversee Transactional Services, including Purchase to Pay, Order to Cash and Tax Compliance.

Interface Between Finance and Operations by providing Data Driven and Root Cause Analysis.

Establish and Maintain Systems and Controls that verify the integrity of all Systems, Processes and Data, and enhance the Company's Value.

Annual Audit Interface

Special Projects, Process Improvement and Change Management.

MICHAEL GLOVA MBA/CPA Page Two

NATIONAL DCP, Duluth Georgia Dec 2014 – May 2017

$200M markup of Purchasing and Logistics services with 9 distribution warehouses.

Corporate Controller

Manages the operations of the finance department to ensure senior management has the necessary information to operate at the highest profit level. Directs 40 accounting professionals that are responsible for financial closing and account reconciliations, consolidations, operations analysis and improvement, forecasts of revenue and metrics, budgeting, coordination of external audits, tax filings, cost controls.

Key responsibilities:

• Negotiated and secured a $80M short-term revolving credit facility.

• Oversees cash management and treasury duties as required by the CFO.

• Directs annual independent audit, state and local tax audits and bank reviews

• Flowcharting financial processes and remediating failure points cross functionally

• Responsible for SAP conversion of 9 independent sites and 4 databases.

• Responsible for insurance and risk management, including securing letters of credit from our lender.

• Reconciled all major accounts and reviewed all other reconciliations in low risk areas on a monthly basis for 9 operating businesses.

• Development and maintenance of budgeting systems and reporting of trend analysis to leadership

THE TENSAR CORPORATION, Morrow Georgia Aug 2006 – Dec 2014

A $300M manufacturer of commercial building and highway construction products with three

manufacturing locations, 300 employees and five operating companies

The US Operations Controller

Manage an accounting staff of seven responsible for monthly financial reporting / consolidations, operations analysis and improvement, forecasts of revenue and metrics, budgeting, coordination of external audits, tax filings, cost controls and internal controls.

Key responsibilities:

Responsible for capital budgeting and justification of manufacturing capital spending for 3 plants.

Actively involved in the plant budgeting and forecasting by cost center as well as variance analysis and allocation to the balance sheet for all three manufacturing plants.

Responsible for payroll interface, weekly payroll download to the GL, sweep from bank and controls

SOX implementation of purchase to pay and order to cash processes. Reduced DSO, leveraged technology and personnel more effectively.

Lead the successful integration of business acquisitions.

Establish and maintain a focused involvement with Director of Materials, VP-Operations and Director of Technology Development to achieve productivity and operations improvements.

Developed automated daily cash reporting, sales reporting and manufacturing reporting tools to focus business unit leaders on operational and tactical decision making.

Reduced Corporate Administrative Costs by 15% or $1.5M. Reviewed all service contracts including health benefits and outside vendors to identify opportunities to cut costs. Worked with current suppliers that met expectations to negotiate lower costs or replaced if appropriate.

Reduced taxes paid by $2M annually as a result of successful nexus project that books revenue in countries or states with the lowest effective tax rates.

MICHAEL GLOVA MBA/CPA Page Three

LE CORDON BLEU COLLEGE OF CULINARY ARTS (LCB), Tucker GA Oct 2004 - July 2006

$22M for profit institution with 700 students, 120 employees and part of Career Education Corporation,

a $2.0B publicly traded organization

Vice President of Finance

Reporting to the President, responsible for Strategic Planning, Finance, IT, Purchasing and Facilities.

Levered strong financial core competencies to turn around operations. Developed and implemented profit improvement strategies to increase operating income from 0% to 15% ($3M).

Reduced high risk recourse loans expense by $50,000 per month.

Reduced bad debt expense from 3% to 2% or $20,000 per month. Reduced past due cash from $220K to $60K and DSO from 25 to 8. Worked with financially challenged students to modify tuition payment plans, while maintain high collections.

Reduced food cost per student by 24% or $25,000 per month through sourcing cost reduction projects as well as the elimination of food waste.

Increased margin in the bookstore and new campus restaurant from 0% to 30% or $33,000 per month.

PLAID ENTERPRISES, INC., Norcross GA Dec 2001 - Sept 2004

$120M Arts and Crafts Manufacturer / Distributor

Manager of Budgeting and Forecasting

Reporting to the CFO, responsible for budgeting/forecasting, financial reporting and cost analysis projects.

Led management team in developing a two year strategic and operating plan. Implemented cost control initiatives that improved operating income by $15M.

Worked to establish cycle count policy and procedures to track and minimize shrinkage and damaged products.

Worked extensively on cost reduction capital projects for 2 plants and 1 warehouse with our Director of Manufacturing/Distribution.

Reduced Quarterly Forecasts / Annual Plan timetables from 10 weeks to four weeks. Provided management with required input significantly earlier to enable faster implementation of programs.

Prepared the Strategic Plan and Quarterly Forecasts for ten departments. Consolidated for presentation to senior management.

Prepared historical / pro forma product line / customer profitability analysis. Enabled marketing and business development teams to develop and implement plans to target customers and product lines based upon highest potential revenue and margin.

SOFTWARE TECHNOLOGIES

SAP 2014 – 2017 NDCP Full system conversion, concur payables

ORACLE 2008 – 2016 Tensar Fixed asset conversion, report writing, Khalix

EDUCATION / PROFESSIONAL CERTIFICATION

KENT STATE UNIVERSITY, Ohio, MBA in Management Info Systems 3.9 / 4.0

YOUNGSTOWN STATE, Ohio, BSBA with Major in Accounting 3.8 / 4.0

CPA State of Ohio - First Attempt, (Currently Active)

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