Management Project

GLENN ADAMS, CPA

Danielsville, PA ***** 610-***-****

********@***.*** www.linkedin.com/in/glennadamscpa/

RESULTS-DRIVEN, PROACTIVE SENIOR BUSINESS PROFESSIONAL

Analysis, Create and Implement Effective Solutions to Achieve Targeted Goals

Trusted and pragmatic leader with diverse background and unique blend of operational, financial, and system experience. Accomplished in streamlining financial systems, implementing technology solutions, and delivering process and productivity improvements. Well-versed in managing cross-functional teams to achieve goals. Analytical thinker with insight, vision, and creativity demonstrated in success solving complex problems. Communicate clearly and thrive in challenging, multinational environment. Expertise in:

Project & Program Management

Performance & Process Improvement

Change Management & Restructuring

Financial Planning & Analysis

Cash Flow Management & Analysis

Budgeting, Forecasting, and Resource Management

Cost Control / Containment

Risk Management & Assessment

PROFESSIONAL EXPERIENCE AND SELECTED ACCOMPLISHMENTS

LEHIGH HANSON (FORMERLY ESSROC – ITALCEMENTI), Bath, PA 2008 to 2017

Part of Italcementi Group ranks as leading North American cement producer with operations in 60+ countries.

Capital Expenditure Budget Controller / Senior Financial Analysis / Project Management (2014 to Present)

Developed capital expenditure budget, forecasts, and cash flow projections for corporate and plant projects, in collaboration with SVP of Operations, Director of Engineering, Corporate Accounting and Plant Managers. Provided stewardship over $100M annual Capital Expenditure Program to ensure execution of capital projects were aligned with annual budget, benchmarks realized, and cash flow targets achieved. Reported capital expenditure results and cash flow projections to Executives, V.P. of Corporate Controlling and Budgeting departments.

Championed challenging assignments with exceptional leadership, building, and cultivating relationships along with solving problems with creativity, resulting in promotion to senior operations role.

Led 14 Environmental Capital projects valued at $40.6M, ensuring operations were meeting regulatory requirements; delivering total savings of $ 20M+ with 3 performance improvement projects and; improving maintenance reliability to 95%. Completed 30+ significant maintenance projects.

Matrixed cross-functional areas to facilitate collaborative work efforts between 4 operating units, supporting timely execution of capital projects and closure of capital projects to achieve 10% absorption of global capital budget, achieving cash flow targets and minimizing impacts upon working capital, tax projections, and financial results.

Oversaw $2B in fixed assets and worked closely with CFO to analyze U.S., Canada, and Puerto Rico operations for determination of non-operating assets and potential divestitures, minimizing potential exposure.

Drove continuity amongst operations through safeguarding compliance with corporate policies and procedures as Fixed Asset Referent to 6 plant controllers.

Served as subject matter expert on all accounting matters related to capital project and capitalization of operating assets, warranting GAAP compliance and ensuring timing and transaction accuracy.

Devised remedial action and compliance with internal controls, as liaison for all capital and fixed asset audit points between senior management and auditors, meeting requirements.

Project Management (2008 to 2017)

Recruited by CFO to implement corporate projects and provide support for Finance Department. Developed scope, goals, and deliverables for 10+ projects. Built rapport and maintained open communication with key stakeholders at various levels. Prepared and presented status reports and communications to Steering Committee and Project Team. Implemented corporate projects and provided support for Finance Department.

Collaborated with President / CFO to deliver $20M settlement with 3rd party vendor related to construction of $650M plant, resulting in eliminating potential forthcoming litigation, monetary impact, and mitigating business interruption.

Led 16 teams, in conjunction with Director, through selecting and implementing manufacturing production system, developing accounting and reporting structure, conversion of legacy systems, policies and procedures, internal controls and centralizing overhead functions, successfully integrating several multi-plant companies acquired as part of vertical integration initiative.

Implemented manufacturing production system which included setting up raw materials usage costing and flows, inventory management and control, finished product mix designs, quality control, and invoicing, supporting standardization across business segments, improving internal controls and enhancing reporting capabilities.

Glenn Adams, CPA ********@***.*** Page 2

Project Management (continued)

Supported standardization across business segments, improved internal controls, and enhanced reporting capabilities through directing creation of end-user training documents and training for staff and implementing upgrade of several North American IT, finance systems, quality control, and spare part inventory systems.

Implemented check outsourcing and direct deposit (ACH) for Shared Services organization to strengthen internal controls over cash management, resulting in annual savings $250K+.

Created standardized world-wide consolidation and reporting platforms for parent company through providing oversight and hands-on participation in several finance projects. Scope of initiative included replacing existing methodologies, SAP standardization 4.6 to 6.0, data warehouse, executive dashboards, budgeting tool, and capital investment authorization and tracking tool.

Contributed to $32M acquisition of Slag Grinding Facility which generated $50M in revenues through collaborating with 3rd party appraiser and senior management for asset valuation, determination of goodwill, and assimilation into company’s systems.

Worked closely with PricewaterhouseCoopers on $600M+ divestiture, developing financial due diligence for potential acquirers.

Regional Operational Controller (2012 to 2013)

Selected by CFO for 1-year assignment to provide leadership and manage accounting operations for 18 Ready Concrete plants (40M+ in sales), regional office, control systems, transaction processing, financial objectives, and policies and procedures. Generated periodic / ad hoc financial reports and analyses, developed budgets / forecasts, maintained accounting general ledger records / systems, and ensured compliance with internal controls. Led determination and analysis of standard manufacturing costs. Collaborated with Assistant Corporate Controller in preparing year-end corporate GAAP financial statements and footnotes.

Selected by CFO for 1-year assignment to provide leadership and manage accounting operations for 18 Ready Concrete plants (40M+ in sales), regional office, control systems, transaction processing, financial objectives, and policies and procedures, resulting in effective management and revenue growth.

Presented sale of single plant operations to senior management, resulting in GOP savings of $800K.

Led change management and cost control with customized strategic plan, in partnership with general manager, yielding to drive in annual savings of $350K.

oConsolidated overhead functions, including moving local invoicing, disbursement, and payroll functions to new shared-services environment located at corporate location.

oRedesigned office workflow and changed organizational landscape in terms of exchange of information, associates job descriptions and responsibilities, in conjunction with centralizing overhead functions.

oProvided training and coaching to impacted employees to ensure individual success.

oCreated policies and procedures as required and developed ad-hoc reports to provide operational visibility.

ERNST & YOUNG, LLP, Philadelphia, PA 2005 to 2008

One of Big 4 audit firms and is world’s 3rd largest professional services firm by aggregated revenue.

Senior Accountant

Assessed client’s overall reliability and integrity of financial and operational information and compliance with internal policies and procedures. Developed engagement risk analysis, audit scope, approach, and procedures for auditing management’s systems, internal controls, and assertions.

Earned promotion to audit senior for earning CPA, demonstrated performance, research accounting guidance skill and developing client relationships and client satisfaction.

Conducted audit engagements for multi-national engagements and international coordination with firm’s offices, due to developing sound effective audit plan around client’s economic environment to warrant engagement profitability and client satisfaction as well as eliminating firm’s potential exposure.

Oversaw engagement budget and profitability as well as supervised and trained junior auditors, resulting in improved performance, knowledge, and client satisfaction.

ADDITIONAL EXPERIENCE

ERNST & YOUNG, LLP, Philadelphia, PA, Staff

CITIGROUP, Bethlehem, PA (Leading global bank with annual revenues of approximately $77B), Branch Director

EDUCATION & PROFESSIONAL DEVELOPMENT

Bachelor of Science (B.S.), Accounting, Magna Cum Laude, LEHIGH UNIVERSITY, Bethlehem, PA

Certified Public Accountant, State of Pennsylvania

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