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Controller, Dir of Finance, Finance Manager

Scottsdale, Arizona, United States
August 16, 2018

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Michael W. Fleury, CPA, CGMA, MBA

Scottsdale, AZ



Operations Finance Executive

20+ years of experience scaling EBITDA up to $100MM profit from $20MM loss in 2.5 years, by transforming operations via innovation, process improvement, waste reduction and revenue improvement. Implemented financial processes & statements of up to 7 legal entities. Built finance functions for a new $600MM division from scratch / scaled Financial Shared Services staff from 6 to 115 in 18 months. SKILLS & EXPERTISE

Financial Modeling

Monthly Close, Analysis & Reporting

Shared Services Creation

Forecasting & Budgeting

Cost Accounting & Allocations

Sarbanes Oxley

Strategic / Capital Planning

Manufacturing Operations

SAP / Microsoft AX

Team Building / Creation

Internal Controls & Monitoring Systems

Internal / External Audit

GAAP / Technical Accounting

Innovation / Process Improvement

Customer Focus



Oct 2017 - Present

Global Consulting Firm providing solutions to client Financial / Accounting needs. Assignments include; SAP user access review (800+ access points for 35 users), Physical inventory compilation / reconciliations, standard cost, cash reconciliation (8 accts plus sweep & LOC for 6 month period), and budget support. NON-PROFIT ACTIVITIES (VOLUNTEER)

Mar 2017 - Present

U & Improved Leadership Foundation – providing scholarships to deserving teens to attend U & I Teen Leadership program. Treasurer and BOD member, implemented processes and procedures to track all financial and donor activities, fundraising and grant writing. Cactus GTO’s Inc. – social organization for Pontiac GTO enthusiast. Treasurer / BOD member, took the club from manual processes to an integrated Excel model tracking membership status & dues, fundraising activities, expenditures, bank reconciliations and Financial / Membership Reporting. GOOD EARTH POWER AZ LLC (GEPAZ), Mesa, AZ

Director of Finance

Dec 2014 – Sep 2016

$20MM forest products company offering Lumber, Telephone Poles, Wood Chips & Wood Waste to firms, e.g. Telmex, GroWell, Scotts and regional lumberyards / pallet makers. Awarded $600MM U.S. Forestry Service (USFS) contract, largest contract in USFS history & 1st without government subsidies. Created finance & accounting policies & processes for 7 newly-merged legal entities. Developed cash flow management, managed AR, AP, Payroll, insurance

(vehicles, operations and worker’s comp.), benefits, tax filings & company licenses. Coached operations and HR processes. Hired & managed 2 direct reports. Financial System Integration

Built Consolidated Financial Statements and processes for 3 existing & 4 new legal entities, leveraging QuickBooks and Excel models. The 3 existing entities were purchased and operated for 1.5 years without proper purchase accounting, monthly close or financial statements. Compiled financial history from 2 years of legal documents, invoices & 5 bank accounts for all 7 legal entities, accounted for loans & money transfers between legal entities and from 3rd parties.

Created opening Balance Sheets, Fixed Asset schedules and depreciation Designed cross-charges and transfer pricing between legal entities KAPSTONE PAPER CORPORATION, Charleston, SC

Director of Finance

Jun 2008 – Sep 2013

$1B Paper & Packaging Company after acquisition of $600MM Charleston Kraft (brown) paper mill & sawmill from MeadWestvaco. Member of core Executive Team leading acquisition due diligence, merger integration and business turn-around. Led Financial Reporting integration and managed 9 Direct Reports, including 3 Controllers. Financial Value Creation

Drove hyper-growth of EBITDA to $100MM profit in 2.5 years, from $20MM loss

$1MM increase in annual by-product revenue via analysis, financial modeling & contract renegotiation Captured $4MM by re-negotiating price increases based on Cost-to-Serve model development Replaced $19MM of annual corporate overhead charges with < $1MM after the mill sale Operations Management

Captured $4MM in additional full-year EBITDA after leading Cost-to-Serve Model development, evaluating end-to-end customer service cost for overhead including: warehousing, marketing, sales, A/R terms, credit, collection & R&D Identified unprofitable low margin / high volume customers and initiated price increases or dropped and backfilled with higher margin / lower volume customers Cut $3MM annually in wood cost through analysis and creation of new wood source summary report

$1MM increase in annual by-product & cross-charge revenue after performing financial modeling, analysis & renegotiations of operating agreement with MeadWestvaco Chemical Plant

$2MM reduction in Ops spend with improved cost center summaries and formal management reviews Financial Management

Earned clean SOX and year-end audit reports (2012) after conversion of all financial / manufacturing system in < 12 months with no interruption to business Migrated general accounting, A/P & payroll from Meadwestvaco Shared Services, on-time, in-budget in conjunction with new system implementations. Cut 100-120 hours annually of budget / forecast activity mill-wide when built new Financial Model for Reporting, Budgeting and Forecasting in Excel Eliminated 90+ hours (8 hours per month) from monthly reporting, significantly improving accuracy Facilitated monthly results call with a new 1-page dashboard Greatly simplified / standardized preparation of monthly & quarterly EBITDA bridges, quarterly forecast, annual budget, and what-if scenarios Cut 1.5 FTEs of work when implemented model at 2 sister mills Reduced month-end closing cycle by 63% (to 20 hours from 54) through process improvements Eliminated 8 - 12 hours of manual computations monthly by developing automated sales reporting package for major product line VP of Sales recognized reports as “best sales data” received in 35 years Increased visibility to regional sales & customer rankings, on monthly, QTD, YTD + trended basis Improved sales forecast / budget process and calculation of annual sales bonuses Implemented strengthened Sarbanes-Oxley controls across all 3 manufacturing facilities when consolidated & streamlined customer rebate process, reducing 1.5 FTEs


Director of Finance – Charleston, SC

Jul 2006 – Jun 2008

$7B Paper and Packaging Company after the merger of Mead and Westvaco in 2000. Finance lead for $600M Kraft (brown) paper mill with 1,100 employees. Folded into new division in 2006. 1 of 4 local management team responsible for marketing & sale of mill. Sold to KapStone Paper in 2008. M&A / Due Diligence

Co-presented to potential buyers / investors, preparing all financial analysis & schedules Coordinated financial needs of Corporate M&A group & Corporate Controller Office Financial Management

Standardized financial policies + practices of new division w/new month-end close / reporting, automation of financial bridges (Excel) & correction of maintenance

& chemical volume variance calculations

Developed sensitivity analysis for customer pricing and wood, energy & raw material cost Monitored SOX / internal controls, coordinate internal & external audits, ensured GAAP compliance Improved monthly close & reporting at 2 “Sister mills” by on-boarding / coaching new finance leads Implemented formal monthly Division Balance Sheet Review with Financial Shared Services Mill Controller – Charleston, SC

Financial System Buildout

Jun 2004 – Jun 2006

Built Finance & Accounting function from scratch as operating facility became stand-alone division. Hired and mentored 7 Direct reports. Peers cited it was the strongest accounting function in facility history. Enabled capture of $4MM annually in price increases supported by analysis & correction of Finished Goods standard cost Developed full operations management financial reporting package and month-end variance analysis Conducted operations-wide spending analysis, developed expense account definitions and educated entire enterprise; purchasing, distribution, sales, marketing and production on proper account usage

Educated all levels of management on financial statement basics & reviewed monthly results Provided financial support & analysis to Six Sigma, cost reduction / Capital Projects teams Created full bottoms-up budgeting / forecasting process with cost-center level ownership Ensured education & competence of cost center managers in monthly variance analysis & budget / forecast development with assignment of 100% of Finance staff as formal liaisons to cost centers

Facilitated communication & cost center manager ownership of spending & variances Mill Controller – Charleston, SC

Manager, Business Analysis – Stamford, CT

Nov 2002 – May 2004

Developed BOD and Investor Call presentations. Performed market and competitive analysis Performed budget consolidations and summaries

Provided financial modeling and support to Corporate M&A group Developed enterprise-wide standardized capital project analysis / BOD presentation model via Excel Mill Controller – Charleston, SC

Senior Manager, Financial Services Center (FSC) – Dayton, OH May 1998 – Nov 2002

1 of 6 founding members tasked with centralizing Accounting, A/P, A/R, Credit, Cash Application and Payroll. Managed up to 10 direct reports. Operations Scaling

Grew to 115 from 6 staff in 18 months by on-boarding & developing teams of up to 10 new hires Migrated accounting and finance activities to FSC from major divisions Supervised accounting close and reporting processes Standardized chart of accounts, month-end close processes & financial reporting across all divisions Coordinated Shared Service activities with Division SAP implementations Created monthly KPIs, developed annual budget, incentive plan and division chargebacks for FSC Early Experience

Mead School & Office Products – Division Accounting Manager, Plant Controller Mead Corporation - Senior Auditor, Staff Auditor

Grant Thornton - Staff Auditor


Antioch University McGregor, Yellow Springs, OH

Master of Arts, Business Management

Wright State University, Dayton, OH

Bachelor of Science, Business, Dual - Accounting & Finance U & Improved Leadership - Completed 4 weekend courses in personal and leadership development. CERTIFICATIONS

CPA / CGMA, Passed all 4 parts of exam in one sitting. Licensed in Arizona COMMUNITY

Treasurer / BOD Member, U & Improved Teen Leadership Foundation (Current) Treasurer / BOD Member, Cactus GTO Club (Current)


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