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Summerton, South Carolina, 29148, United States
February 25, 2018

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* ******* ****** *********, ***** Carolina 29148 Cell: 843-***-****

Work Experience

Business Systems

Large business systems: SAP-style, ERP, Enterprise software – Macola, People Soft, Sales, JD Edwards

Small business systems: Sage Master Builder and Timberline

Manual data: Excel and Excel pivot table analysis

2018 Independent Accounting Professional

2016-17 Controller, Thermal Engineering Corporation, Columbia, SC (manufacturer of infrared grills and industrial paint ovens)

- Inherited accounting that was twelve months behind in closings; re-engineered accounting processes and created necessary internal controls,

including daily bank reconciliations, upgraded chart of accounts, daily cash management and accounting

-Created actual cost tracking for Process Division jobs

-Created first interim reports in company history, and provided monthly sales reporting and analysis and weekly project status report

-Identified cost-volume-profit equation for business, including breakeven point

2016 Robert Half, Accountemps, Columbia, SC

-Working April for major state university in Columbia, fixing accounting issues resulting from a People Soft implementation

-Interim Controller for a manufacturer of infrared grills and ovens to radically overhaul accounting processes and internal controls

2008-15 Cox Industries, Inc. Orangeburg, SC Wood Treater with 15 plants in Southeast

2008-15 Industrial Group Controller, responsible for Plant Accounting and Cost/Financial Analysis

-Implemented new ERP integrated operating and financial system, standard costs, variance analysis,

capital budgeting, upgraded chart of accounts, product and customer sales and margin analysis, and financial analysis for all 15 Cox plants

-Implemented trended financial statements and cost and financial analysis to highlight trends and identify anomalies

-Implemented new fiscal calendar with payroll weeks ending Sunday, and payroll allocations

-Weekly review and analysis of financial statements, sales, production, variances facilitated two day month end close

-Analyzed and implemented two acquisitions and numerous capital investments

-Introduced inventory turnover analysis that led to the adoption of vendor managed inventories and other significant inventory reductions

-Developed sales, P&L and capital budgets and forecasts for the company, with monthly variance analysis

-Analyzed data warehouse to create pivot table reporting for detail trend analysis

-Weekly sales analysis provided a model that achieved a 90% monthly forecast accuracy

-Worked with Plant Managers to identify, evaluate and implement significant cost reductions

-Provided Management with a Return on Equity benchmark analysis with competitors

-Analyzed cost behavior to identify fixed and variable cost rates for budgeting and forecasting model

2015-16 Senior Corporate Financial/Cost Analyst

-Developed inventory analysis to identify excess and obsolete inventory

-Weekly and Monthly analysis helped to reduce monthly close process to two days

-Provided training to new Accounting and Plant employees in financial and operating systems

2007-8 Brentwood Homes Charleston, SC Homebuilder in Charleston, Myrtle Beach, and Beaufort

Controller, Responsible for all Accounting activities, including Accounts Payable, Payroll, Inventory, Financial Statements, and Home Closings

-Created financial statements and financial analysis for each Division/City

-Created sales and margin analysis for each home closed and for each subdivision and Division

-Business closed in 2008 due to housing depression and unavailability of construction financing

2005-7 First Coast Homes Charleston, SC Homebuilder in Charleston, Myrtle Beach and Charlotte

Controller, Responsible for Accounts Payable, Payroll, Chart of Accounts, Financial Statements

-Created chart of accounts in MasterBuilder software to generate financial statements with sales, contribution margin, fixed costs, profit and breakeven point, with detail by home sales

-Processed payroll, filed quarterly payroll taxes and processed 1099s

-Created 2006 Business Plan with financial and operating goals and benchmarks, and provided monthly variance analysis

-Managed cash flow, construction draws, and bank relations and reconciliations

-Improved monthly lumber invoice processing from 3 days to minutes, with Six Sigma invoice accuracy

-Reduced workmens comp and liability insurance by $75,000 annually

-Cost control and analysis yielded return of investment to owners within 18 months

2001-5 EMD Chemicals (German Merck operation) Savannah, GA Three Pigment Plants in Savannah

Plant Controller, Responsible for Accounts Payable, Payroll, Chart of Accounts, Financial Statements

-Developed cost, financial and inventory analysis and reporting

-Improved chemical receiving process through cycle counting analysis

-Reduced monthly close to one day, and improved budget and forecast accuracy by weekly financial and operating analysis

-Improved chemical standard costs by monthly analysis of chemical usages with pivot table analysis

-Implemented financial analysis of capital investments and R&D project

-Developed P&L, capital and Research & Development budgets and forecasts, and monthly variance analysis

2000-1 Nucor Bearing Division of Nucor Corporation Wilson, NC forging/machining wheel bearings

Division Controller, responsible for Accounting, Human Resources, Information Technology and Tool Crib

-Implemented “lost production” tracking to identify machine bottlenecks

-Created actual cost rates and product/customer margin analysis using ERP PowerCerv system simulation

-Coordinated annual capital and operating budgets and monthly variance analysis and forecasts

-Developed daily/weekly tracking to identify machining and forging downtime metrics and performance

-Nucor sold the business to another forge company because automotive steel and high speed horizontal forges required significantly more experience than Nucor’s steelmaking mills required

1992-2000 Scotsman Industries Fairfax, SC Ice making machine manufacture Plant Controller’

- A team member in implementing Toyota Production System and Team training

-Created departmental financial statements and plant metrics using “Monarch” reverse report writer to download from an antiquated financial system, updating data and 150 graphs used to by teams to track their performance to their goals and to identify opportunities for improvement

-Worked with the Fabrication Team to use metal scrap tickets to identify the causes of high scrap; improvements to better train new employees, to upgrade tooling, and to improve part “nesting” reduced annual scrap by $350,000 or a 50% reduction

-Analysis of scrap sales led to a process improvement that generated $300,000 of profit improvement

-Led the adoption of Industry Week’s “Best Plant” program as an outside verification of operating improvements; after five years of continuous improvement plant was awarded “Best Plant” in 2006

-Developed a “daily production report” that tracked the causes of production line schedule misses and wasted time; resulting improvements reduced assembly time per ice machine from 5.5 to 4.5 hours

-Regression analysis of production expenses yielded a 99.4% correlation coefficient and a check on improvement efforts

-Developed annual P&L and capital budgets and forecasts, and monthly variance analysis

1989-1992 Clark Equipment, Components Division Statesville, NC axle and transmission manufacturer

1989-1990 Business Analyst, responsible for business planning and acquisition analysis

-Analyzed and implemented acquisition of Italian small axle manufacturer with three plants

-Led implementation of Continuous Improvement teams


1990-1992 Cost Manager, responsible for Cost and Inventory Accounting

-Revamped Cost Accounting Practices and Staff after $6 million inventory write off

-Implemented Evaluation and Implementation of Cooper-Kaplan Activity-Based Cost System

-Designed monthly sales and margin analysis, by customer/product, which led to profit improvement actions

1987-1989 Senior Consultant Price Waterhouse Coopers Richmond, VA

-Served as Cost/Financial consultant on numerous “turnaround” engagements, achieving 95% billable hours

-Developed “Masters of Excellence” of financial practices for Fortune 50 client striving to improve the financial stability for their small tobacco distributors

-Served as a Cost/Financial consultant for a major appliance manufacturer seeking to sell the business; wrote an R:base program to automate the pricing/quoting/order entry of repair parts

-Wrote an R:base program for the consulting branch for weekly time and cost reporting & analysis

1974-1987 Sundstrand Corporation (now a unit of United Technology Corporation) Rockford, IL, LaSalle-Peru, IL

Ames, IA Accounting Supervisor, Plant Controller, Pricing Analysis Manager, Cost Manager, Manager of Financial Planning & Analysis

-Introduced capital budgeting and capital investment analysis for the Corporation

-Developed a pricing analysis function for evaluating product/customer profitability and for pricing new products

-Implemented monthly sales and margin analysis, with a “Low Flyer Report” to identify marginally profitable products and customers

-Introduced budgeting and forecasting, using Foresight system modelling

-Analyzed and implemented acquisition of three business units in England, Italy and Germany

-Evaluated joint venture forging operation in Sao Paulo, Brazil


1972-1974 Corporate Senior Financial Analyst NCR Corporation Dayton, OH computers and electronic cash registers

-Developed annual worldwide capital budget and cash flow plan for the Corporation

-Analyzed major capital investments for presentation to President, VP Finance, and Controller

-Arranged and administered industrial revenue bond financing for NCR Postal Systems Plant in Columbia, SC

-Evaluated and analyzed worldwide sales and service fleet leasing alternatives


MBA (Finance) Indiana University Bloomington, IN BS (Accounting) Drake University Des Moines, IA

Adjunct Accounting instructor at South University (Savannah, GA) and Georgia Southern University (Statesboro, GA)

Letter of Reference

TO: Steve Brinkman December 7, 2017

Steve, you started with TEC in September, 2016, as a Robert Half “temp”, with the assignment of helping our Controller catch up and close the fiscal year ending February 26, 2016. Due to her refusal to accept help, she quit on October 10th at 10:00 am, and left with no notice served! You assumed the accounting responsibility for TEC accounting, without any transition training in our accounting practices or our Macola financial and ERG business systems. You officially became TEC’s Controller on December 5th.

As you now prepare for new opportunities in 2018, TEC would like to thank you for what you have accomplished for us in the past year.

● With our fiscal year closing and audit completed in October (2016), very little organized accounting had been done from March through October. In order to close the new fiscal year by February (2017), catch up accounting was required! By enlisting assistance we were able to catch up coding credit card charges, bank reconciliations, and correcting errors along the way. Fiscal year end 2-26-2017 was completed in early April, six months earlier than the previous year.

● Completing year-end, a roadmap of closing quarterly results was created, so that all the adjustments that were made at year-end would be done during each quarter; this approach provided both more timely and accurate results during each quarter.

● Sales reporting and analysis was created showing monthly sales trends, by product line, products, and sales by customer and sales rep. This has provided you a monthly picture of how sales were developing for the quarter.

● Monthly process project report was created, identifying the status of projects, rather than waiting for the full year to pass without evaluating and correcting “pre-billed sales”. A monthly P&L is created for each project, and for major projects direct material by vendor and item provides some reality to estimates! Lastly, a method of capturing agency temps charged to process jobs was introduced.

● Previously Invoice processing had been haphazard and resulted in late payments; vendor invoices were re-routed direct to Accounts Payable, which has provided more accurate and timely processing and payments. Also previously many payments were made with bank ACH payments, which had not been processed in Macola. By paying with checks instead of ACH, financial accounts were automatically updated.

● Daily bank reconciliations have let us determine TEC’s real cash position; recurring monthly payments were identified and provided another check that the payments were made on time. An account coding listing for major recurring payments has helped to assure consistent invoice coding.

● Accounting processes have been streamlined, such as recording of payrolls in our financial accounts, and a closing checklist, that enables TEC to close and report financial results within two weeks after the close of quarters.

While there are many improvements yet to be evaluated and implemented, you have helped your successor with sound training and orientation. Thanks for all that you have accomplished for TEC!

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