Tim L. Clarke

ac4bv0@r.postjobfree.com cell 661-***-****

Savvy turn-key financial operations champion with proven success creating seamless, value-added partnerships linking Finance with corresponding business team functions. Solution-seeking, strategically focused and tactically accomplished. Demonstrated track record of transforming complex business challenges into summarized solutions, spearheading innovative Financial guidance, leading the preparation and analysis of financial and cost results, and achieving unparalleled performance advances throughout progress-demanding organizational operations.

Core competencies include:

Financial Planning & Analysis

Expert Cost Accounting

Six Sigma Implementation

GAAP/SOX/IFRS Proficient

Accounting Management

SIOP and Strategic Planning

Logistics Management

ERP Systems Specialist

Forecasting and Budgeting

Multi-Site Consolidation

International Subsidiaries

Refined Leadership Acumen

Career Highlights

STRATEGY MANAGEMENT SPECIALIST – Director of Finance/Controller August 2015 to Present

2nd tier strategy training Consulting opportunities assigned and guided by primary tier sponsors. Acting as a hands-on company officer, positioned to resolve critical impediment issues affecting the ongoing success of enterprises.

Sunvair, Inc – Involvement in visionary growth initiatives and escalation of site capabilities. Partner with management to cultivate solutions for advancing customer recognition and increasing company valuation. Installation of multiple KPI’s.

Cherryman Industries – Guided finance, sales, and operations team members in developing processes and procedures that will become the standard of success for the future right-sized state of the company. Renewed bank financing covenants.

Pulled, Inc – Advisor and mentor for successful internet Distribution System start-up business planning. Recommended solutions for technical and practical drawbacks of system use. Researched user expectations and roll-out acceptance.

Benchmark Electronics – Mitigated adversities during an extensive site consolidation. Partnered with the executive team to formulate strategy for the long-term success of the site. Restored adherence to government contract compliance standards.

Amgen – Assembled a robust financial posture in defense of Regulatory costing oppositions. Implemented a Research and Development program finance system to identify and track product lifecycle costs. Recovered $60M in partner R&D costs.

CENVEO, INC – Regional Finance Director May 2014 to August 2015

$1.95B Envelope and Print Manufacturer holding 40% national market share. 5 Western State Business Units.

Company underwent a 70% valuation and subsequent viability loss. Recruited to advisement opportunities.

Responsible for Finance and Accounting functionality, consolidation, reporting, and operational support to 6 regional manufacturing facilities.

Installed a Regional best-practice customer servicing allocation structure to utilize most efficient Site capabilities.

Provided Financial Management support and guidance to a nationwide network of 42 sales representatives serving over 1,100 customers. Developed focused customer ROI analyses for improved effort/benefit realization.

Partnered with the Regional Vice President, Supply Chain Manager, and relevant national Executives to improve bottom-line EBITDA performance through cost saving, continuous improvement, operations continuity, and acquisition options. Cultivated the installation of a local primary supplier Site for advantageous servicing.

Verified and analyzed Sales and Margin information to enhance Market penetration, logistical strategy, and customer focus. Trained Sales Representatives on collection processes resulting in a 27 day DSO reduction.

Implemented key critical manufacturing performance measurement indicators and IT System enhancements, reducing product Direct Labor cost by 27% and Inventory cycle time by 12 days.

Standardized Closing and reporting procedures between Western Sites for superior Regional organization, execution, and achievement of overall goals. Reduced Closing cycle by 1.5 days.

RYAN HERCO FLOW SOLUTIONS – Director of Finance July 2013 to December 2013

$282M equity partnership Flow Device Distribution company comprised of 32 nationwide Branches.

Temporary champion to integrate the company into desired Private Equity financial and operating processes.

Managed and reported daily Sales and Margin metrics for a nationwide sales team comprised of 32 branches and 75 representatives. Guided Sales efforts to affect optimal customer penetration and effort/benefit concentration.

Spearheaded cost reductions in excess of $750K to overall Treasury, Communication, Insurance, and Transportation services. Standardized nationwide service providers to reduce operational complexities.

Lead the Controller to implement stream-lined systems and methods for Billings, Collections, multiple Sales Tax Liability processing, Payroll, and Closing activities. Reduced monthly Closing and Reporting duration by 8 days.

Implemented and administered Private Equity and Bank Covenant documentation and reporting procedures. Renewed banking relationship to gain P-Card and additional process-saving financial instruments.

Key member in the conversion of nationwide logistics from Branch distribution to a hub-and-spoke concept.

SENIOR AEROSPACE, SSP – Finance Manager/Controller May 2002 to February 2013

Metals manufacturing and forming division of a £880.8m UK based worldwide conglomerate.

Resigned to carry out a planned one-year career sabbatical to settle a family illness matter.

Directed the Finance and Accounting functions in the development and analysis of period schedules, forecasts and budgets, and company health indicators.

Oversaw cost and performance measurement functions including Standards variance reconciliations, product margin analysis, and KPI administration. Reduced year-on-year direct labor costs by $1.6M.

Reconfigured Pricing system to reduce RFQ turnaround time by 60% for increased proposal wins.

Developed, evaluated, and integrated progressive, actionable metrics.

Partnered with the General Manager and cognizant Marketing and Operations teams regarding achievable sales projections, financial forecasts, strategic Operations direction, process and capability improvements, growth initiatives, and improving the overall potential of the company to assure the capture and service of 15% year-on-year added market share. Satisfied Corporate demands to realize a greater Site new-business capability.

Restructured Finance and Costing systems in accordance with demands for improved visibility/usability requirements, reduced information cycle time, and refined Management decision metrics.

Derived a fully integrated Accounting and Finance system to effectively reduce period Closing duration from five to four days, allowing additional time for management review, final analysis, and approval.

EATON CORPORATION – Business Analysis Manager April 1996 to May 2002

Advanced Aerospace Valve and Controls manufacturing division of a $22.3B U.S. based worldwide conglomerate.

Recruited to another company.

Managed Pricing, Estimating, and supported Contracts with customer negotiations.

Managed Accounting, Payroll operations, Cost Accounting, and Compliance and Audit.

Led Finance Team to satisfy period analysis and reporting requirements.

Trained Accounting staff to maximize efficient System utilization and build best-practice techniques.

Performed Market Research to identify and pursue new business opportunities to satisfy an 18% average annual company growth objective.

Coordinated a fully integrated Financial metric and reporting system, cutting Consolidation and Closing cycle time by 2 days and providing real-time data throughout period cycles.

Computer Systems

Expert Microsoft Office Suite. Experienced in Oracle EnterpriseOne, SAP, MAPICS XA, JD Edwards, MAS, QAD, Quantum, and Infor ERP systems; AS/400 Query; Advanced Oracle-based client server system and database utilities; Hyperion, Sage, and Oracle Financial and Planning programs. Learning Path – Oracle University. Key leader in four complete ERP system conversions and two major upgrades. Extensive Presentation and advanced modeling skills.

Education

Arizona State University, Tempe, Arizona

Bachelor of Science in Business Administration, Concentration in Quantitative Business Analysis

Motorola Lean Administration Methodology

Six Sigma Green Belt

BPI Advanced Problem Solving Techniques

Eaton Manufacturing Excellence I and II

Other

Member Society of Manufacturing Engineers – July 1997 to Present

Member American Youth Soccer Organization – August 1996 to Present

Certified Advanced Coach and Referee

Intermediate Mandarin Speaking Proficiency

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