Accounting Sales

JAMES N. HA, CPA, MBA

**** **** **., ********** *****, CA 92646 s Cell: 714-***-**** s ************@*****.***

SENIOR FINANCIAL MANAGEMENT

Turn-Around & Restructuring Financial Controls Competitive & Market Positioning Mgt & SEC Reporting

Financial & Strategic Planning Investment/Banking Relations IPOs Mergers & Acquisitions Pricing

Highly effective, result driven with proven track record of financial management experience with medium to large multi-national companies in high technology, manufacturing, distribution/retail, 3PL logistics/transportation, consumer products, electronics, computer software/components and services. Key strengths include providing financial leadership, coaching and leading by example, planning and executing with focus on value-added, cost effective solutions that meet company’s growth and profit objectives.

Education, Trainings & Skills

Education: B.B.A., Accounting, University of Hawaii.

M.B.A., Accounting/Economics, University of N. Texas, 4.0 GPA.

Certification: Certified Public Accountant (CPA) - Texas Certification #21078 (active status).

Professional Affiliations: American Institute of CPAs and Texas Society of CPAs.

Computer Hardware & Software: HP, IBM AS400 & other mainframes/networks. Desktop & notebook PCs. Microsoft Office (Access, Excel, Outlook, PowerPoint, Word), ADP Payroll, Dancik, Deltek Cost Point, ASK/Manman, Great Plains Dynamics, ISIS, NxTrend, Oracle, Solomon and Tigres.

Professional Experience

TAP AUTOMOTIVE HOLDINGS, LLC 2010 - Present

$650 million off-road and performance auto parts/accessories company (manufacturing/distribution)

Corporate Controller

Responsible for all accounting and finance functions of the holding company and its manufacturing facilities, 6 distribution centers (US, China) and 70 retail stores (US, Canada).

Report to Chief Financial Officer, and supervise 6 direct reports and a staff of 40.

Serve as business advisor to heads of operating units in addressing operations issues, KPI developments, efficiency improvements and acquisition due diligence/integration.

Developed and implemented financial/internal controls, accounting/GAAP best practices, SOX compliance and management/bank reporting processes.

Provided financial leadership and upgraded skillsets of professional and clerical staff. Significantly improved and reduced month-end close process to 4 days. Reduced DSO to below 10 days with minimal bad debt write-offs. Instrumental in reduction of term debt, increase in revolver credit facilities with favorable terms, and companywide ERP system conversion/upgrades. Successfully defended company’s position and minimized assessments/penalties in sales and franchise tax audits by states and the IRS, and company experienced no year-end audit adjustment by outside auditor 5 years in a row.

GOODS MOVEMENT, INC. (GMI) 2007 - 2010

$110 million 3PL logistics, transportation, warehousing and material handling company

Chief Financial Officer (CFO): 2008 - 2010

Vice President, Accounting & Finance: 2007 - 2008

Responsible for all accounting, finance and planning functions of the holding company and its 3 wholly-owned subsidiaries -- Total Transportation Services, Inc. (TTSI - 3PL logistics, transportation, warehousing ), W&H Systems, Inc. (W&H – Manufacturer of advanced material handling systems for distribution logistics markets) and North American Conveyor, Inc. (NACI - Manufacturer of conveyors & material handling systems for the US Postal Service).

Reported to CEO of GMI and subsidiary Presidents, and supervised a staff of 11.

Implemented new Great Plains Dynamics ERP and banking systems (Bank of America, Citibank) coupled with best practices to achieve standardized/streamlined operations. These changes resulted in much improved systems of internal control with more effective daily cash management and minimum bank service fees, 10% pts. increase in gross margin and $1.5 million in annual savings from cost reduction initiatives.

Heavily involved in capital raise and debt restructuring efforts with lenders group which resulted in $13 million capitalization (conversion) of debt into equity, improved working capital ratio to >1.0 and more favorable quarterly P&I payments.

Generated over $2.4 million in tax refunds from NOL carryback filings.

Lowered collections days (DSO) from 65 to 35, reduced AR write-offs from $1.2 million to <$30,000, increased inventory turnover from 6x to over 13x, which collectively generated significantly positive cash flow to meet scheduled payments to lenders and suppliers/vendors.

Designed and implemented new monthly financial reporting package and forecast updates, and a comprehensive 13-week cash flow forecast for more effective cash management.

COASTER CO. OF AMERICA - Vice President, Finance 2002 - 2007

$390 million furniture company with 9 major distribution centers in U.S. and China

Responsible for all accounting, finance, operational audit functions and merchandise licensing activities of company. Reported to President and supervised a staff of 26.

Provided financial leadership in the turn-around of company from $4 million loss to record profit of $22 million, while sales nearly doubled to record level of $390 million.

Improved cash flow from operations by 220% in first year to pay off bank loans, and renegotiated a new $50 million credit line with the lowest possible terms in industry to support business expansions into China and Asian markets.

Devised program evaluation process to identify cost overruns and implemented more stringent cycle count procedure which resulted in annual savings of over $2 million in expenses and inventory write-offs.

Successfully defended and saved over $1.5 million in sales & use tax audits by various states.

Implemented new ERP and improved financial processes to increase staff efficiency and effectiveness while holding down headcount in spite of company’s growth.

Led a team in M&A and due diligence activities, and subsequent integration efforts.

DYNCORP - Controller 1996 - 2002

$220 million division of a $1 billion government and DOD contractor

Responsible for accounting (cost, A/R, credit/collections, A/P, G/L, payroll, F/A), inventory control, project accounting (POC), cash management, financial controls, tax analysis, IT, contracts, purchasing, reporting (internal & SEC) and budgets. Reported to Division General Manager and supervised a staff of 18.

Developed and implemented financial models to measure targeted cost efficiency/reduction, EOL/new product development and launch efforts.

As part of company-wide Six Sigma efforts, implemented inventory controls and improved cycle counts accuracy from 94.5% (3.1 sigma) to 99.9% (5.1 sigma) which resulted in $2.6 million reduction in inventory write-offs and the highest ever level of customer satisfaction in company’s history.

Prepared monthly forecast and annual L-R/strategic plan along with various financial/operational analyses.

Headed a task force on TQM and ISO 9000 which received certification after 9 months.

Led an M&A team on two acquisitions. Interfaced with investment bankers in IPOs and restructuring efforts.

Prepared cost and pricing proposals, and ensured contract/FAR/CAS reporting compliances.

Interfaced with underwriters and outside auditors in SEC filings.

Oversaw preparations for year-end audit activities by outside PWC auditor and audits by DCAA related to project close-outs and OH rates.

SEAGATE TECHNOLOGY 1989 - 1996

$7 billion multi-national manufacturer of computer disk drives, tape drives, storage softwares and provider of computer services

Division Controller (1993-96): $600 million in sales. Reported to Corporate Controller, supervised a staff of 28.

Responsible for divisional accounting, financial controls, budgets, revenues and expenses forecasts, fixed assets, receivable and inventory management.

Reviewed and recommended product and market strategies which resulted in successful, profitable launch of 5 new products.

Performed analyses on cost reduction initiatives, corporate restructurings and divestitures which resulted in annual cost savings of $2.4 million.

Reduced DSO from 78 days to 41 days in nine months; increased annual inventory turnover from 7 times to 11 times in less than one year; shortened month-end process from 6 to 3.5 business days.

Director of Business Planning & Analysis (1991-93): Reported to CFO, supervised staff of 10.

Responsible for companywide budgets, weekly outlook, quarterly and annual forecasts, year-end L-R strategic planning process and various KPI financial and statistical analyses related to MBO’s of all divisions of company.

Designed and implemented financial evaluation and forecasting process using DCF (Discounted Cash Flow) and EVA (Economic Value Added) concepts to evaluate capital investment projects and to measure division managers’ performance in meeting P&L and balance sheet objectives.

Served on an M&A team to review acquisition proposals, perform due diligence and complete integration plans on 3 successful acquisitions.

Interfaced with investment bankers in IPO and financing activities of over $120 million.

Manager of Financial Planning & Analysis (1990-91): Reported to Director, Business Planning & Analysis, supervised staff of 4.

Responsible for departmental and budget reviews, quarterly and annual forecasts, and various KPI financial and statistical analyses related to MBO’s of international divisions of company. Performed feasibility studies of pilot programs which resulted in highly successful and profitable new product and market introductions in Japan and Europe.

Manager of Corporate Accounting (1989-90): Reported to Corporate Controller, supervised a staff of 8.

Responsible for accounting, month-end close, account reconciliations, management and SEC reporting, tax analysis, year-end audit. Reduced month-end close process from 12 to 5 business days, and redesigned entire management reporting package.

LOCKHEED MARTIN - Manager, Accounting & Pricing 1985 - 1989

$500 million multi-national computer printer manufacturing division of a $17 billion conglomerate

Responsible for accounting and SEC reporting, pricing management and systems, competitive and product line profitability analyses, financial modeling, contract proposals (RFPs/RFQs), new product launches, and management reports and presentations. Reported to Corporate Controller and supervised a staff of 14.

Significantly improved management reporting package and streamlined month-end process to close within 5 business days.

Conducted Market Penetration Analysis to develop strategies for OEM and distribution channels for company's expansion into Asia Pacific market which resulted in the company achieving sales growth of more than 70% to $40 million in six months.

Promoted after 18 months with responsibilities expanded from Europe and Japan to worldwide functions. Received President's Employee of the Quarter Award and Finance Department Award.

Developed price positioning process with sales channel focus which contributed to a 25% increase in market share and return to profitability of operations in U.S., Europe and Japan.

Led a Finance/IT team to successful establishment of a centralized European distribution center, resulting in annual savings in freight and inventory costs of over $900,000.

KPMG - Senior Auditor 1980 - 1985

Big-4 CPA firm

Audit assignments consisted of high-tech manufacturers and consumer products retailers with annual sales between $100 million and $500 million.

Received a number of accolades for thorough and timely completion of audit assignments as well as for recommendations to clients of best practices to reduce risks and improve their system of internal control as well as accuracy and reliability of financial reporting processes.

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