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Manager Financial

Berkley, Michigan, 48072, United States
April 12, 2018

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Kathryn M. Fromm

*** ********* **** *******, ** *8072 248-***-****


Versatile and accomplished MBA with a time-tested record of progressive financial leadership experience creating and protecting enterprise value at the corporate, group, and plant levels. Hands-on team builder and cross-functional leader, with exceptional analytic skills, adept at identifying inefficiencies and implementing systems and controls for driving continual improvements in operating efficiency, cost effectiveness, productivity, and overall financial performance. Well-honed skills in all areas of general accounting, including a deep proficiency in product costing, standard cost development, and multi-site operations management. Highly skilled communicator with proven ability to instill shared vision in alignment with aggressive goals. Additional competencies include:

P&L / Fiscal Management

Cross-Functional Leadership

Multi-Site Operations Leadership

Standard Costing Development

Staff Training & Development

Process Automation & Improvement

Financial Planning & Analysis

Business Planning & Strategy

Internal Audits & Control Systems

Materials Cost Accounting

Strategic Project Leadership

Revenue & Profit Optimization

Budgeting & Forecasting

GAAP Compliance & Reporting

Internal Processes & Controls


MAGNA SEATING DETROIT, Highland Park, MI Nov 2016 to Sept 2017

A $750m Division of Magna International - an innovative leader in the development and manufacture of high quality complete seating systems, seat structure and mechanism solutions, as well as, foam & trim products for the global automotive industry. Magna Seating Detroit is a world-class supplier of complete seat for Fiat Chrysler, Ford and GM.

Assistant Controller

Reporting to the Controller, responsible for managing the accounting functions. Develops, implements and maintains the necessary systems and procedures to ensure timely and accurate financial statements and data.

Provide leadership and direction to the Accounting team.

Ensure all accounting transactions are recorded in accordance with GAAP.

Assists with budget and forecasting.

Manage internal and external auditing procedures

Measure and provide financial analysis and recommendations against monthly

operating performance against approved goals and objectives.

Reviews expense budgets, profit plans and forecasts by analyzing financial data to develop meaningful financial operating plans.

Assist in the preparation of CER’s, capital expenditure request, and the justifications of

the same capital spending to ensure that the funds being requested are in accordance

with corporate guidelines.

Track all engineering and cost improvement changes to insure no erosion to the margins.

IMPCO AUTOMOTIVE INC., Sterling Heights, MI Jun 2015 to Oct 2016

Industry leader in design, development and installation of alternative fuel solutions for vehicles. An OEM supplier providing Compressed Natural Gas and LPG Bi-Fuel Injection systems for vehicles and is responsible for all existing EPA and future CARB certifications. (Purchased by Westport Fuel Systems)

Financial Controller

Focal point person in the development and implementation of 25m revenue budgets, forecasts, and procedures, monitoring and analysis of actual results versus plan and interface directly with operations management to support their financial analysis efforts. Ensure the maintenance and accuracy of financial reports including profit and loss statements, statements of financial position and other results to accurately reflect financial performance of the business unit. Supervise the Accounting Department of the Business Unit. Assist in development and maintenance of controls over divisional assets, coordinating with corporate finance functions as needed.

Provide recommendations to management on a consistent and routine basis after studying the

financial results. Review analysis of activities, costs, operations, and forecasts, data to determine

department or division progress toward stated goals and objectives.

Support necessary correction action needed by the business unit, operations and/or financial department.

Devise, develop and implement analytical tools to provide to management to enable a more in-depth analysis

of the business.

Focal point person during the annual internal and external audit.

PVS CHEMICALS INC., Detroit, MI Nov 2014 to Mar 2015

A global manufacturer, distributor and marketer of chemicals and transportation services. Providing solutions to industries as diverse and demanding as electronics, manufacturing, steel, agricultural, pharmaceutical, and water treatment.


Provide leadership and coordination of financial planning and budget management functions and is responsible for the accounting operations of the subsidiary. This includes cost accounting, the production of periodic financial reports and analysis, maintenance of an adequate system of accounting records, and a comprehensive set of controls and budgets designed to mitigate risk, enhance the accuracy of the subsidiary’s reported financial results, and ensure that reported results comply with generally accepted accounting principles.

Manage the monthly close process and provide timely and accurate financials

Responsible for directing and supervising senior accounting staff

Serve as advisor to senior management on accounting and reporting matters

FEDERAL-MOGUL CORPORATION, Southfield, MI 2009 to Oct 2014

An innovative and diversified global supplier to OEMs in the automotive, power generation equipment, aerospace, marine, and industrial sectors with annual sales of $6.9 billion.

Finance Manager (2012-Oct 2014)

Held full accountability for financial management for 5 North American distribution centers. In addition, serve as financial lead for monthly operational reporting of 16 global distribution centers. Manage preparation of budgets, forecasts, excess and obsolete reviews, and capital appropriation request approvals. As a member of the leadership team, participate in numerous strategic projects. Manage 5 Controller indirect reports, one at each center. Report directly to the SVP of Global Supply Chain, who reports to the CEO.

Contribute to ongoing improvements in operational performance, product cost reduction, and quality enhancement of distribution centers as financial lead for value analysis/value engineering (VAVE) workshops.

Worked in collaboration with M&A group, as finance lead for the aftermarket side of the business, in orchestrating the sell-off of an entire product line, determined not to be a core competency, to an outside customer.

Played key role on “Project Crush” VAVE project, a major cross-functional initiative that took cost out of the entire design/manufacturing/distribution process of the product line, essential to the company remaining competitive.

Plant Controller (2009-2012)

Brought in to replace retiring Controller of this OEM interior lighting plant (located in Tennessee), with annual sales of $35.5 million. Managed a variety of general accounting functions, including monthly financial reports, variance analysis, forecasting, budgeting, business plan development, and capital projects, in addition to managing the Sarbanes-Oxley (SOX) program. Providing ongoing financial support to enhance plant profitability and protect company assets. Supervise 1 Plant Accountant and reported directly to Plant Manager.

Developed and implemented financial systems and controls for driving continuous improvements in operating efficiency and overall financial performance; turned around multiple inefficient areas and transformed the plant into a smoothly running operation that achieved recognition as Plant of the Year in 2011.

Led implementation of ERP system that streamlined the production reporting process and eliminated the need for 3 indirect heads, saving ~$115,000 per year.

Recovered $30,000 in tax charges by identifying tooling purchase errors due to incorrect codes input into system.

Reduced construction-in-progress (CIP) balance by 55% (from $2.2 to $1.2 million); currently balance only includes assets not in production.

Cleaned up tooling/prototype parts log that resulted in $573,000 in billings and collections.

Reduced Accounts Payable unmatched report for 50 pages to current status.

ROBERT BOSCH CORPORATION, Plymouth, MI 2007 to 2009

A multi-billion dollar global engineering and electronics company that supplies automotive and non-automotive products, components, systems, and controls in more than 60 countries.

Business Unit Controller

ROBERT BOSCH (Continued)

Served as financial lead supporting the Thermal Systems Group with $250 million in annual sales. Prepared and presented the group’s consolidated financial statements, annual business plan, and financial summary to the Vice President of the business unit. Controlled, monitored, and explained actual-to-plan variances to identify areas for expense reductions and areas for improvement within the business unit. Prepared contracts for all service agreements and ensured legal/tax compliance for all transfer prices. Managed 2 Controllers, 2 Analysts.

Developed financial models to determine viability of components and projects and worked with plants to develop measures for offsetting risks and enhancing bottom-line performance.

INTERTEC SYSTEMS, Troy, MI 2006 to 2007

A Tier 1 manufacturer of automotive interior automotive instrument panels, formed by a joint venture with Johnson Controls, the global leader in automotive interior and seating systems.

Corporate Controller

Promoted after 3 months from Account Financial Manager to this key leadership role managing the Accounting Department. Implemented and maintained financial controls for the organization and set goals and performance measurements. Coordinated and managed budgets and financial forecasts, planning and control procedures, all audit-related activities, tax planning and compliance, and risk management (including 401k, pensions, and insurance coverage). Directly supervised 3 Plant Controllers and 1 Financial Analyst.

Implemented job costing system for accurately tracking the costs of product launches.


A leading supplier of engineered electronic components and sub-systems with annual sales of ~$200 million.

Manager of Financial Analysis

Led the development of key financial performance data utilized in identifying and recommending strategies impacting business decisions in finance, recruitment, and marketing. Managed Euro and foreign exchange contracts and accounts payable functions and ensured compliance with policies and procedures. Managed team of 8 Analyst direct reports, including 2 located in the Philippines. Reported directly to the Vice President of Finance.

TI AUTOMOTIVE NA FUEL SYSTEMS, Auburn Hills, MI 2003 to 2005

A multi-billion dollar global supplier of fuel and fluid systems.

Senior Business Analyst

Served as financial lead for development of financial packages, capital cash flow budgets, and financial modeling for new and existing business opportunities. Reported to the Director of Finance NA.

Spearheaded new estimating/quoting and cost modeling system that was implemented companywide.

Tracked product portfolio profitability and developed cost-reduction improvement initiatives.

BORGWARNER INCORPORATED, Auburn Hills, MI 1999 to 2003

Global manufacturer of advanced products and technologies including power train components and system solutions.

Manager of Financial Analysis (2002-2003) Senior Financial Analyst (2001-2002) Financial Analyst (1999-2001)

Rapidly progressed to positions of increased responsibility and scope to finance lead for launch teams, program financial management, modeling, and business case reviews for new product development and technology. Assisted in long-term operational and strategic planning and new business development. Reported to the Vice President of Finance.

Audited Tier 2 supplier process that removed $23 from product cost, saving $3 million passed on to customers.

Served as finance lead in securing $500 million new business, winning Customer Excellence Award (2000).

Initiated Duty Drawback Program that brought unbudgeted dollars directly to company bottom line and to customers.

EARLIER CAREER SUMMARY: Prior roles included positions as accountant/cost accountant, financial analyst, and accounts receivable administrator with manufacturing and supply firms serving the automotive industry.


MBA – Walsh College of Accountancy and Business Administration

BBA, Finance – Walsh College of Accountancy and Business Administration

Talent Leadership Training – Dale Carnegie

Developing a Leadership Communication Strategy – Harvard University

Negotiation for Senior Executives Program – Harvard University

CPA License in Process

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