Manager Financial
Resume:
RICHARD S. FRANKHAUSER
************@*****.***
Kalamazoo, MI 49009
Controller / Manager of Financial Planning and Analysis
Goal-driven executive with extensive experience leading budgetary, financial, accounting and materials operations for multi-dimensional organizations; generating millions of dollars to top and bottom lines. Successful at directing multi-disciplined teams in developing highly complex, million-dollar budgets, financial models, processes and internal controls to achieve aggressive business goals. Noted for the ability to apply strategic, analytical, operational and financial know-how to solve problems, reduce cost, and grow the enterprise in a profitable manner. Areas of expertise include:
Financial Planning & Analysis
Business Process Reengineering
Internal Controls / Audit Compliance
Project Management
Materials & Logistics Management
KPI Development and Review
Cross-Functional Leadership & Collaboration
Strategic Planning & Tactical Execution
Operations Management
Professional Experience / Accomplishments
Advanced Architectural Products / Wolverine Enclosures
Corporate Controller February 2017 – Current
Retained to repair financial and leadership processes, controls, and fill gaps.
Operating Period Close: Eliminated backlog of unclosed financial periods and statements.
Created and Inserted Fiscal Period Control for period cut-off, cost controls, and reporting.
Reduced period financial close from two (2) months to four (4) days.
Collected, accounted labor, and capitalized a two (2) year backlog of Fixed Asset and intangibles, including Intellectual property and ongoing amortizable organization costs.
Identified significant inventory valuation and count discrepancies, requiring restatement of prior periods along with restatement of K-1’s to investor membership.
Inserted weekly inventory cycle count and monthly full stock count of manufacturing and warehousing locations, moving to quarterly once cycle count and stock count variances dropped below 0.25% of inventory valuation.
Created series of dashboards to publish various financial, inventory turns, utilization and efficiency measures (previously non-existent)
Reviewed, evaluated, quantified, and selected ERP solutions and submitted findings, selection and commercial justification. (MS Dynamics NAV)
The Oilgear Company
Corporate Controller January 2016 – February 2017
Retained to repair financial and leadership processes, controls, and fill gaps.
Significant travel to US divisions for direct support of division finance and materials management staff.
Operating Period Close: Eliminated backlog of unclosed financial periods and BOD statements.
Created and Inserted Fiscal Period Control for period cut-off, cost controls, and reporting.
Reduced period financial close from three (3) weeks to four (4) days with a reduction in headcount from 16 finance staff across three (3) divisions to eight (8) headcount.
Improved Cash Collection Cycle by offering ACH payments in place of check payments in exchange for increasing days to pay terms with suppliers from 30 to 45 and in some instances 60 days.
Transition of former Milwaukee, WI Corporate Office Finance functions to Traverse City, MI corporate offices, including international consolidation and preparation of BOD reporting package.
Revised and reconciled two (2) year backlog of large system projects with significant percent of completion (POC) revenues and costs.
Complete revision / re-implementation of Multi-Division EPICOR v 9.0,5 ERP System with revised BOD reports and consolidation with Oracle – Hyperion software
PulverDryer USA, LLC/LeNew Holdings, Inc, Springfield, MI
Financial Controller July 2013 – January 2016
Manage a “turn-around” effort of a highly specialized and heavily patent protected equipment manufacturer of material pulverizing and drying solutions. Access solvency, liquidity, and financial controls and implement/modify controls from headcount to CAPEX. Manage a $5M restricted use line of credit guaranteed by MEDC. Manage multi-company ledgers for related “sibling” companies holding various intellectual properties.
Re-implement installation of Microsoft Dynamics SL ERP system – specializing in Job/Contract management, control, Inventory, purchasing and order processing integration.
Re-stated financial statements from calendar year 2011 and 2012 to address exceptional and extraordinary cost and revenue recognition events.
Negotiated re-instatement of commercial terms with large, well known suppliers.
Molded Fiber Glass Companies South Dakota – Aberdeen, SD
Materials, Logistics, & Planning Manager September 2008 – July 2013
Manage procurement, inventory, material cost and bill of material for a large scale composites / wind turbine blade startup. Led cost reduction / mitigation objectives to mitigate and avoid cost increases. Seek cost reductions with alternative sourcing, product substitution, volume and dual source strategies. Created and maintain a Master Production Schedule (MPS), in addition to rough cut capacity plan with discreet relief of customer master supply agreement. Responsible for Hazardous Materials stocks and waste stream management.
Recent fiscal periods achieved $750,000 in cost reductions, representing 1.2% of direct material reduction.
Cost increase mitigation efforts absorbing $225,000 (0.4% direct material cost increase mitigation)
Implemented cycle count program to “flush” out significant BOM vs. actual consumption yielding an inventory accuracy improvement from 98% accuracy to 99.6% accuracy.
Managed vendor / supply chain to a sustained 99.5% delivery and fill rate.
Achieved and maintain inventory turns in excess of 16x annually with zero (0) stock outs for over 12 months.
Zero (0) incident compliance and management of hazardous materials and waste streams.
Davis Creek Meats & Seafood, LLC (a division of Centurion Business Alliance), - Kalamazoo, Michigan
Controller October 2007 – September 2008
Directed all aspects of Financial and Information Systems management for a multi-location, mid-sized Beef, Poultry, and Seafood processor.
Implemented daily cycle count schedule utilizing ABC analysis, achieving a less than 1% valuation and stocking variance over the course of a three (3) month physical cycle.
Created “purchase order to sale” reporting of vendor lot controlled raw materials to finished cut lot controlled shipment, allowing for rapid Lot Code and Vendor identification of ‘primals’ issued in event of recall based on finished product Lot ID.
Sturgis Foundry Corporation (a division of Armstrong International), - Sturgis, Michigan
Controller April 2003 – April 2007
Directed all aspects of Financial, Information Systems and contractual labor relations initiatives of a mid-size gray iron foundry. Prepared monthly, quarterly, and annual reports. Developed annual budget with quarterly revisions, and forecast models.
Reduced period reporting cycle process from seven (7) days to three (3) operating days, while reducing annual division audit requirement from five (5) days to (1) day.
Created quote-costing process for measurable improvements in incremental gross margin.
Buck Forkardt Inc., - Portage, Michigan
Controller – Senior Manager Sept. 2001- April 2003
Directed all financial and human resource functions of a global, high precision, machine tool manufacturing and distribution company
Developed standard margin analysis for daily, weekly, and monthly control of actual sales, in addition to, order book and quotation control.
Created weekly efficiency review to improve labor recovery accuracy and identify lost or hidden time.
Maintained (without interruption) payroll, critical service, materials, and contractor obligations during a severe two (2) year cash and profit deficit.
ASMO Manufacturing, Inc., - Battle Creek, Michigan
Accounting Manager Jan. 1998-Sept. 2001
Directed all financial accounting and planning activities for an international auto parts manufacturer. Prepared and presented monthly, quarterly, and annual reports summarizing and forecasting company business activities and financial position.
Finance team leader in implementation of Computer Associates MK (Manufacturing Knowledge) integrated ERP system, including leadership of gap analysis phase of implantation process.
Reduced staffing requirements by one (1) headcount while company transaction volume quadrupled and inter-company transaction complexity increased.
Reduced monthly closing cycle from five (5) to four (4) days with inter-company confirmations and product P&L’s.
Education
Bachelor of Business Administration, Western Michigan University, Kalamazoo, Michigan,
December 1986. Major in Finance, Minors in Accounting and General Business.
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