Manager Accounting
Resume:
CHIEF FINANCIAL OFFICER/CHIEF OPERATING OFFICER/
DIRECTOR OF OPERATIONS
SUMMARY
High performing, Service Oriented Executive Team Member with more than twenty three years of experience managing all aspects Commercial, Financial, Operational, Planning and Development aspects of companies in the Mining, Transportation, and Automotive industries and Non-Profit Organizations, including financial forecasting and reporting, financial statement preparation and analysis, governmental reporting, corporate strategic planning, asset management, operational planning & operations management. A versatile and seasoned mining professional with a proven track record and managing budgets from $10 million to $1.9 billion and managing staffs numbering up to 400 staff.
CAREER HIGHLIGHTS
Member of a senior management team of the 4th largest coal mining company, in the US, producing over 38 million tons of coal per year comprising 71 underground operations, 5 long-wall operations, 20 surface operations, 11 high-wall miner operations, and 20 preparation plants.
Charged with leading “Due Diligence” and “Exploration” teams in sourcing new mining reserves, mining operations, and cost cutting changes.
Selected to report, budget, track, and analyze all financial and production reporting, as well as, direct all accounting and financial operations for publicly traded, diversified energy corporation made-up of twenty four operating companies.
Led business diversification from coal mining to include processing and shipping, resulting in $23M increased revenue with a $6.5M EBITDA.
Delivered a 38% increase in annual revenue during a 2 year period, from $16 M to $22.1M, by spearheading the opening of more mining operations and maximizing innovative methods of mining coal.
Developed and implemented management plans with KPIs and KPI Analysis to increase efficiencies that creating significant operating cost reductions.
Successfully and consistently made acquisitions to improve company assets and market position allowing for company evaluation at time of sale to have increased 126% over a 3 year period.
Developed and presented changes in production management processes, introduced production & safety bonuses, and employee retention plan resulting in a 25% increase and a 18% decrease in workers compensation cost.
Charged with developing business plans, models, and budgets to promote and maintain growth that resulted in the opening of 7 deep mines and 2 surface mines.
Charged with working with the public equity sector to raise equity and/or debt for financing of expansion projects.
CAREER SUMMARY
TUTCO, Inc., Cookeville, Tennessee Apr 2016 – Present
CHIEF FINANCIAL OFFICER/TREASURER
An executive team member responsible for directing the fiscal functions of the corporation and corporate business systems. Chosen to be a key member of the Mergers & Acquisitions, and Accounting & Finance functions across the Mexico, Tennessee, North Carolina, and China sites. Tasked with providing advice to enable the Executive Management and the Business Site Management teams to appraise financial results and improve profitability and spend management.
Key team member in the strategic corporate plans and implementation.
Key member of committee responsible for acquisitions of business operations and facilities.
Member of “Think Tank” responsible for new business opportunities to integrate into the business either laterally or vertically.
Charged with enhancing and/or developing, implementing, and enforcing policies and procedures of the organization that will improve the overall operation and effectiveness of the corporation.
Charged with the set up key processes and policies for financial direction and reporting, and selected department personnel to develop a top performing accounting department.
Build credibility for the Finance Department by producing accurate, timely, and informative financials and KPI reporting.
Developed budgets, business plans, and cash flow plans to maintain assurance that the corporation cash flow needs are assured.
Charged with accounting system installation and conversion.
Charged with designing and installing a production reporting system to measure man-hours, quantity of product produced, shifts per day, product shipped per day, and other key mining metrics.
Created financial and production models that were key in evaluation of financial, potential acquisition opportunities, operational performance for strategic evaluation and viability.
Prepared and presented presentations to Board of Directors, Executive Management, and Operation Managers. Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed sales, business trends, business initiatives, and production variances for cause and possible improvements and business direction.
Public reporting with London Stock Exchange.
MCoal Corporation, Birmingham, Alabama & Knoxville, Tennessee Mar 2011 – Dec 2015
VICE PRESIDENT OF FINANCE / DIRECTOR OF BUSINESS DEVELOPMENT / TREASURER /
VICE PRESIDENT OF FP & A/CHIEF OPERATIONS OFFICER
A senior member of the MCoal management team, responsible for managing the Contracts, Business Systems, Business Development, Mergers & Acquisitions, and Accounting & Finance functions across the Kentucky, Tennessee, and Alabama sites. Tasked with providing advice to enable the Executive Management and Mine Site Management teams to appraise financial results and improve profitability and spend management.
Key team member in the ramp-up of underground, surface mines, plants, and load-out facilities in Kentucky, Tennessee, and Alabama.
Director of committee responsible for acquisitions of mining reserves, mining operations, and mining facilities.
Leader of “Think Tank” responsible for new business opportunities to integrate into the business either laterally or vertically.
Charged with increasing mining reserve and proving current reserve for 43-101 report.
Charged with the set up key processes and policies for financial direction and reporting, and selected department personnel to develop a top performing accounting department.
Developed budgets and business plans to optimize coal production with sales contracts in order to maximize revenue, while increasing cost management to aid in lower cash cost.
Charged with accounting system installation and conversion.
Charged with designing and installing a production reporting system to measure man-hours, produced tons, shifts per day, feet per shift, and other key mining metrics.
Created financial and production models that were key in evaluation of financial, potential acquisition opportunities, operational performance for strategic evaluation and viability.
Key team member to develop company mission, goals, values, vision, and strategy.
Instrumental in long term planning.
Managed capital budgets.
Prepared and presented presentations to Board of Directors, Executive Management, and Operation Managers.
Managed commercial team consisting of Finance, Accounting, Sales, Internet Technologies, Operations Production Team as well as Purchasing over multiple sites.
Charged with post close of an acquisition close to aid in integration of new acquisition.
Worked to tax credit/grant for aid in new business and expanding business in economically depressed areas.
Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed sales, business trends, business initiatives, and production variances for cause and possible improvements and business direction.
Public reporting with Toronto Stock Exchange (TSX & TSX.V).
NYRSTAR AMERICAS, Nashville, Tennessee and Knoxville, Tennessee Dec 2009 – Mar 2011
COMMERCIAL MANAGER / BUSINESS DEVELOPMENT MANAGER /
OPERATIONS DIRECTOR
A senior member of the Nyrstar Tennessee Mines management team, responsible for managing the Contracts, Business Systems, IT, Purchasing, and Finance functions across the Middle and East Tennessee sites. Tasked with providing advice to enable site management to appraise financial results and improve profitability and spend management.
Chosen as a member of the management team member to manage the ramp-up of six underground mines and two mills in the United States.
Charged managing SAP implementation and conversion.
Set up key processes and policies for financial direction and reporting, and selected department personnel to develop a top performing accounting department.
Team member of team chosen to designed corporate strategy, goals, mission, and values
Developed business plans to increase productivity and optimize sales revenue while lowering cash cost.
Public Reporting 10K, 10Q, Public Filings with Belgium and London Stock Exchanges.
Managed commercial team consisting of Finance, Accounting, Internet Technologies, and Purchasing spread over multiple sites.
Prepared and presented presentations to Board of Directors, Executive Management, and Operation Managers.
Built and managed capital budgets.
Designed modeling used in evaluation for strategic operational goals and viability when acquiring mining operations or additional mining reserves. Analyzed cash flow, cost control and expenses to suggest improvements.
Worked to tax credit/grant for aid in new business and expanding business in economically depressed areas.
Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed sales, business trends, business initiatives, and production variances for cause and possible improvements and business direction.
Public reporting with London & Belgium Stock Exchanges.
Awarded significant pay increases for excellent performance.
MASSEY ENERGY COMPANY, Charleston, West Virginia Mar 2006 – Nov 2009
REGIONAL ACCOUNTING OFFICER / REGIONAL SITE MANAGER /
REGIONAL OPERATIONS
Chosen to be Regional Accounting Officer and later chosen to be Site manager of one of eight Mining Groups which included 27 deep mine sections, 3 surface mines, 5 coal preparation plants, and 4 unit train load-out facilities.
Managed multiple locations and an accounting staff numbering up to thirty members. Controlled all monthly and daily accounting functions, job costing, financial planning and reporting.
Spearheaded and managed multiple million dollar capital projects.
Charged with negotiating supply contracts.
Prepared and presented presentations to Board of Directors, Executive Management, and Operation Managers.
Worked closely with auditors to ensure compliance with SOX, Internal and GAAP processes.
Helped to improve current operations by making them more efficient with safety, time and labor saving innovations.
Promoted corporate goals, values, strategy, & mission to team members and lead by example.
Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed sales, business trends, business initiatives, and production variances for cause and possible improvements and business direction.
Public Reporting 10K, 10Q, Public Filings with New York Stock Exchange (NYS).
Awarded significant pay increases for excellent performance.
DEBRA LYNN COALS, INC., Bell and Harlan Counties, Kentucky & Claiborne County, Tennessee Sep 1997 – Feb 2006
CHIEF FINANCIAL OFFICER / OPERATIONS MANAGER /
CHIEF OPERATING OFFICER
A senior member of the operations management team charged with the day to day functions and performance of the Administration, Mining, and Processing facilities of a multi-site mining company.
Chosen to direct all accounting and financial operations for a diversified manufacturing and energy corporation made-up of five operating companies.
Managed multiple locations, an accounting staff of seven, and an operations management staff of 14.
Served as Safety Training Officer and First Aid Director.
Served as Mine Superintendent and Blaster before advancing to Operations Manager.
Promoted the post of Operations Manager for five surface, three underground and one coal preparation & rail load-out facility.
Prepared and presented presentations to Owners, Executive Management, Operation Managers, and Third Parties.
Developed and maintained relationships with banks, financial institutions and equipment companies in planning long- and short-term financing.
Managed capital budgets.
Designed modeling used in evaluation for strategic operational goals when acquiring mining operations or additional mining reserves.
Created and promoted corporate goals, values, strategy, and mission statement companywide.
Designed modeling used in evaluation for strategic operational goals and viability when acquiring mining operations or additional mining reserves. Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed cash flow, cost control and expenses to suggest improvements.
Analyzed sales, business trends, business initiatives, and production variances for cause and possible improvements and business direction.
Promoted and awarded salary increases and bonuses for superior performance.
CUMBERLAND FORD MOTORS, INC., Middlesboro, Kentucky Sep 1993 – Sep 1997
CHIEF FINANCIAL OFFICER/GENERAL MANAGER
Recruited to be Chief Financial Officer and later General Manager of multi-franchise dealership and supervise a staff of 26.
Directed all functions and duties of the accounting staff, including monthly accounting, financial and governmental reporting, cash flow management, factored payables, asset flooring and reserve accounts.
Represented the dealership at automobile auctions to purchase vehicle stock and developed and maintained relationships with banks, financial institutions and insurance agencies.
Drove a 14% improvement in service levels by supporting Service Managers in improved scheduling of Technicians’ time and enhancing customer relations.
Reduced parts inventory by 12% and increased coverage of 83% after establishing an audit trail that uncovered customer preferences and increased control.
Refined operation controls in the management reporting process and instituted bonuses and pay incentives that enabled better management of vehicle inventory, increased sales and improved morale.
Launched and grew overall sales from $6.5 million to $18 million by placing the right people in key positions.
Increased Service Department customer satisfaction, efficiency, and profitability by streamlining the customer reception and induction process, as well as setting up a more time efficient service technician schedule for customer repairs.
COMMERCIAL BANC GROUP, INC., Middlesboro, Kentucky Mar 1992 – Sep 1993
BUSINESS DIRECTOR/ACCOUNTING MANAGER
Managed daily and monthly accounting functions and financial reporting of the accounting department.
Developed an effective business plan, streamlining the accounting, billing, and payment process, improved audit trails, and implemented new financial system.
Eliminated job redundancy and improve employee productivity through employee incentives, job training and education, and job rotation.
UNIVERSITY OF KENTUCKY, Middlesboro, KY Jan 1992 – Dec 2000
ADJUNCT BUSINESS DEPARMENT FACULTY - SOUTHEAST COMMUNITY COLLEGE
Conducted training workshops in Microsoft Office applications, Business Law, Accounting, Economics, and Finance for local businesses and students of a local community college.
EDUCATION AND CERTIFICATIONS
Morehead State University, Morehead, KY Lincoln Memorial University, Harrogate, TN
Masters of Business Administration – To be complete d Bachelor of Business Administration – w/major in
Fall of 2017 Accounting
GROUPS AND ORGANIZATIONS
TN Kingdom Builders, Jacksboro, TN
Mission Group – Travels abroad building churches in regions and for church groups that do not have a place to assemble.
Gateway Christian Broadcasting/Binghamtown Baptist Church, Middlesboro, KY
Mission Group – Producing, Filming and Editing of Film for church services and special services for replay on local TV networks, as well as distribution to community and church congregation.
MINING ATRIBUTES
Certified Kentucky Surface Mine Foreman
Certified Tennessee Surface Mine Foreman
Certified Kentucky Surface Mine Blaster
Certified Kentucky Surface Mine Safety
Trainer American Heart Association CPR Trainer
Certified Kentucky Mine Emergency Mine Technician
Certified MSHA Dust Inspector
COMPUTER SOFTWARE ATRIBUTES
Expert User Microsoft Office Suite
SAP – (Implementation & Use)
Lawson
Hyperion
Lawson
QuickBooks
Solomon Solutions
Peachtree
Reynolds & Reynolds
Southware
Real World
ADP
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