PAUL B. MIDDLETON, CPA
*** ******** **. *******, ** 06084
Email: ***********@*****.*** Cell: 860-***-****
Senior Financial Executive
Innovative and strategic financial leader with a Big 4 public accounting
background. Extensive international expertise in strategic investments,
operational projects, and complex reporting in the U.S., European, and
Asian markets. Often called on to lead complex strategic initiatives to
leverage a broad experience base, a consultative communication style, and a
proven track record in project management skills. Known for developing
strong teams, passion for making the most out of every opportunity, and
inspiring others to strive for and deliver exceptional results.
Global - Strategy - M&A - Manufacturing - Controls/Risk Management -
Technology
ROGERS CORPORATION - Rogers, CT 2001 - Present
(NYSE: ROG) www.rogerscorporation.com
Rogers is a $600 million dollar, global manufacturer and distributor of
specialty polymer composite materials and components to growing markets
around the world (primarily wireless infrastructure, clean technology, and
transportation). Its products are based on its core technologies in
polymers, fillers and adhesion. Rogers' headquarters is located in Rogers,
CT, but has operations through out the world.
Director of Finance and Treasurer 2010 to
Present
Acting Chief Financial Officer 2005 to
2006
Corporate Controller and Principal Accounting Officer 2001 to
2010
Managed multiple facets of worldwide finance agenda from SEC reporting,
global consolidation, operational modeling, strategic planning, tax,
treasury, internal audit, and global shared services. Currently manage
strategic planning, new business development, operational metric reporting
& forecasting, and shared service functions. Currently supervise 25
finance staff worldwide including Europe and Asia regional shared service
centers.
. Developed finance strategy and global team reorganization to drive
significant improvements including improved efficiency of global closing,
addressing multiple compliance and disclosure deficiencies, enhanced
strategic planning, real time operational reporting, improved risk
programs, broader capital market relationships, and tax rate reductions.
. Led critical strategy planning process including a recent ground zero
recalibration sponsored by new CEO yielding a new strategic focus on
water filtration and thermal management; led evaluation of multiple new
technology platforms.
. Led multiple cost reduction initiatives eliminating substantial overhead
(in excess of USD$ 2 million) through streamlining of consolidated
reporting systems/processes and improving quality (accuracy, integrity,
timeliness) of financial and operational reporting models.
. Led successful acquisition and integration of multiple companies ranging
from $15 to $120 million in annual revenues. Led divestitures of two $35
million non-strategic businesses, start up of Taiwanese based $25 million
JV, and wind down of many non-core businesses.
. Led numerous operational projects including start up and implementation
of $100 million manufacturing and distribution center in Suzhou, China;
consolidation of multiple Asia sales offices; and many growth initiatives
(new plant expansions, new product launches, etc.).
. Implemented multiple complex accounting standards commensurate with new
programs and/or accounting regulations promulgated; including Sarbanes
Oxley, hedge accounting, variable interest entities, equity compensation,
business valuations, and tax accounting.
. Led ERP finance system remediation redefining key reporting processes,
inventory cost accounting philosophy and approach, and streamlining core
business processes.
COOPER INDUSTRIES 1997 - 2001
(NYSE:CBE) www.cooperindustries.com
Cooper Industries, a $5 billion dollar company, manufactured and sold a
wide range of products through its electrical and tools businesses. The
electrical segment offered electrical and circuit protection products and
power transmission and distribution equipment for use in residential,
commercial and industrial construction, maintenance and repair
applications. The tools segment manufactured and sold hand tools for
industrial, construction and consumer markets; automated assembly systems
for industrial markets; and electric and pneumatic industrial power tools
for general industry.
Division Controller - Tools Division - Lexington, SC - 1999/2001
Managed all financial and tax reporting, financial analysis, budget and
capital administration, treasury, financial support functions, and internal
control administration for $900 million Tools Division. Direct management
of 30 division financial staff and oversight of 30 operations staff.
. Drove $3 million in savings from headcount reduction, process
streamlining, and system rationalization in leading the reorganization as
the company consolidated two divisions.
. Completed numerous multi-million dollar strategic initiatives by
providing financial project management in acquisitions and integration,
operational restructuring, and asset dispositions.
Corporate Internal Audit, Senior Manager - Houston, Texas - 1997/1999
Teamed with management in identifying critical business risks and
developing innovative business solutions including new ERP system
implementations, major joint venture investments in China, new
acquisitions, plant expansions/rationalizations, and Corporate reporting.
Reduced audit budget by $600,000 by redirecting focus to business risk and
developed new service tools.
KPMG INTERNATIONAL 1991 - 1997
Audit Manager - Orlando, FL - 1991/1997 and London, England - 1994/1996
Managed a diverse multinational client base in manufacturing, retail and
distribution including a $3 billion publicly traded, global, world-class
supplier of power generation equipment and services. Gained expertise in
international accounting principles and statutory reporting.
EDUCATION & CERTIFICATIONS
CPA - Florida - 1991
MS Accounting & BBA - University of Central Florida -1994