Plant Manager

Joni Lewis, MBA, CMA

*** ********** *****

Summerville, SC 29485

Phone: 513-***-**** Email: ********@*****.***

SUMMARY OF QUALIFICATIONS

Dedicated and experienced finance professional with 10+ years of progressive experience. Trusted partner to the business and strong leader for the finance team. Valuable international experience working with business and non-profit organizations in Brazil, England, India, and China. Goal-oriented and able to excel in a fast-paced, high pressure environment. Takes initiative and consistently exceeds expectations. Cross Functional Leadership / Business Partnering / Employee Management & Development / Continuous Process Improvement / Problem Solving / Strategic Planning / Profit & Loss Management / Financial Analysis & Planning / Financial Modeling / Financial Statements & Reporting / Annual Budget Development PROFESSIONAL EXPERIENCE

Cummins Inc, Cummins Turbo Technologies (CTT) January 2011 – February 2018 Charleston Plant Controller, February 2017 – February 2018 Led accounting and finance for a $575M plant with 400+ employees. Directly managed a team of 9 employees while also partnering with other plant leadership in Operations, HR, Quality, and Inventory and Materials Management. Supervised monthly forecast and close processes, weekly managerial reporting, and annual budget development. Continuously drove efficiency improvement and cost reduction initiatives.

- Effectively led team of 9 employees through changes in finance leadership, reporting expectations, and team responsibilities

- Drove month end process improvements that decreased hours required to close the books by 540 hours annually

- Led annual budgeting process by empowering and driving the business leaders to set cost reduction commitments resulting in cost improvement targets of greater than $10M and profitability targets 5% higher than expected

- Partnered with plant leadership to develop templates to track KPIs and drive operational improvements of greater than 20% on one of the largest assembly lines in the plant

- Opened communication channels between corporate functions and the plant enabling better decision making and allocation of additional resources when necessary Americas Line of Business (LOB) and Aftermarket Controller, October 2014 – February 2017 Partnered closely with the LOB General Manager and leadership team to manage the profit and loss of a $600M+ line of business. Spearheaded efforts to improve the Synchronized Business Planning (SBP) process and ensure resources were effectively prioritized on the most beneficial projects. Responsible for leading monthly business reviews, the annual strategic planning process (5 year outlook), and supervising forecast and close processes.

- Developed and implemented a prioritization process that considered financial, operational, and strategic impact to the business when determining where to focus the annual engineering budget of $13M

- Developed a clear and concise monthly business review structure that was adopted by all other CTT LOBs

- Led work to understand requirements and develop a model used in negotiating a key customer contract that enabled leadership to act quickly and sign a three year $1.5B contract and ensure profit neutrality was maintained

- Developed strong relationships with the Brazil plant finance team which led to greater understanding of their local challenges and improved reporting of forecast and results

- Acted as Interim Aftermarket Controller (June 2016-February 2017) for a $225M business while maintaining ownership of all Americas LOB responsibilities

- Led efforts on behalf of CTT to integrate the turbocharger aftermarket business into the larger Cummins aftermarket organization by partnering across business units to ensure roles and responsibilities were clear and an appropriate operating plan was developed

- Collaborated with another Cummins entity to understand long standing process gaps and ensure profit was accurately reflected by both organizations which led to a recovery of $3M in profit for CTT Aftermarket Warranty Controller, June 2013 – February 2015

Partnered closely with the Quality Director and leadership team to manage the warranty reserves for a $1.2B business unit. Pushed warranty and reliability administration teams to better understand the models used to calculate required reserves in order to reduce overall warranty expense variability. Responsible for monthly forecast and close processes and warranty reporting.

- Drove open and honest debate between finance and quality teams which ultimately improved the overall relationship and led to more accurate analysis and better understanding of the $22M warranty reserve

- Developed an automated monthly reporting package that allowed more time to be spent analyzing and questioning results before final communication to the business

- Championed and sponsored a Six Sigma project to develop a more accurate and transparent template used not only by quality, but by all other support functions as well, for the annual budgeting process

- Partnered with the HR function to develop a headcount tracker that enabled the business to more accurately track current headcount levels as well as ongoing recruitment and expected attrition Business Analyst, January 2011 – June 2013

- Developed a cross-functional process and simulation model to use Real Options analysis when making advanced engineering technology decisions that aided in project prioritization and product portfolio management

- Analyzed an existing supplier relationship to determine whether or not the business should continue outsourcing production for a specific product line and made recommendations that led to a 5% cost reduction

- Developed and delivered training material in the United States and China to introduce advanced financial analysis techniques (Monte Carlo and Real Options analysis) to the business Strategy Intern, May 2010 – August 2010

- Conducted a feasibility study and designed a pilot program enabling Cummins to partner with a local non- profit organization for confidential document shredding while also realizing cost savings of 39%

- Designed a process to help drive more efficient manufacturing and a better managed product portfolio by determining when turbochargers need to be taken out of production

- Developed improved MBA recruiting strategies based on voice of the customer research that led to more effective use of recruiting resources

Great American Insurance Company March 2005 – July 2009 Staff Accountant I/II, March 2005 – July 2009

- Prepared daily journal entries, monthly investment closing packages and regulatory quarterly and annual statement pages

- Designed and implemented general ledger closing package and regulatory quarterly and annual statement processes ensuring consistency and reducing work flow errors by 90%

- Improved investment accounting closing process for an $8 billion stock and bond portfolio by standardizing all portfolios and reducing review time by one day

- Trained associates in the monthly bank activity, interest and dividend reconciliation, and general ledger closing processes for subsidiaries with investment portfolios totaling $9 billion EDUCATION

Indiana University – Kelley School of Business, Bloomington IN

- Masters of Business Administration; Concentration in Finance, 2011

- Dean’s Fellowship recipient; full tuition funding University of Cincinnati, Cincinnati, OH

- Bachelor of Business Administration; Concentrations in Finance, Business Economics, & International Business, 2008

- Kautz-Uible Scholarship recipient; full tuition funding Southern State Community College, Hillsboro, OH

- Associate of Applied Business; Concentration in Accounting, 2006

Contact this candidate