Manager Accounting
Resume:
Jimmie Max Reynolds, Jr., MBA
***.**********@*****.*** – 2007 Crosscrest Drive – Hoover, AL 35244 – (C) 205-***-****
PROFESSIONAL PROFILE
Professional Manager with more than twenty years of full responsibility and experience as Controller, Manager and Accountant for companies within the service and manufacturing sectors. Adept in preparing financial analysis and statements with a proven track record of delivering value. Exceptional talent in the areas of leading people, initiating change and creating value, collaboration, accounting and finance, financial planning and analysis and turnaround situations. Ensuring accuracy in transaction level accounting completed by staff. Possessing skills and attributes that are well suited to a variety of industries.
- Vision, setting and execution
- Internal/external financial reporting
- Business model analysis
- Forecasting and analysis
- Develop and execute strategic initiatives
- Budgeting/Action Plans
- Continuous improvement
- Re-organization and right-sizing
- Inventory/Materials Management
- Staff Training/Coaching Mentoring
- Lean Manufacturing
- Turnaround situations
- Financial and Cash Audits
- Transaction Level Accounting
- Computer/Software Implementation
- Heavy Microsoft Office
- Oracle
- AS400
- Local Area Networks
- Great Plains
- HP Mini-Mainframe
- SAP
- UNIX
- Lotus 1-2-3
- J. D. Edwards
- TRUX
- ACCPAC
- Symphony
- IBM System 36
- Burroughs Mainframe
- Burroughs Software
PROFESSIONAL EXPERIENCE
Vulcan Information Packaging (EBSCO) (Birmingham, AL) 2014 to Present
Vulcan Information Packaging (Vincent, AL)
$40-45M portion of privately held company (EBSCO), focused on the manufacturing of binders and packaging.
Plant Controller
Key partner to VP/General Manager, responsible for the analysis, reporting and supervision of all accounting functions for manufacturing plant with approximately $40-45 million in budgeted yearly revenue, along with their professional staffs. In full charge of balance sheets and evaluation/audits. Deeply involved in decision/strategy processes for all lines of business, including those not related with accounting. Formulated and consolidated yearly and monthly budgets and variance analysis.
Promoted from Corporate Controller to Plant Controller.
Planned and executed the formulation and break-out of financial statements for multiple lines of business, providing evaluation and budgeting purposes, for the first time, within the plant.
Reduced total accounting staff work hours (full and part time) by approximately 25% over the past the past year, providing an estimated yearly savings of $90k.
Implemented a cross-training program, providing for further efficiencies, as well as reducing overtime hours in addition to the savings mentioned above.
At its largest point, directly managed a staff of seven, including professional staff.
Provided leadership in first profitable year this decade, implementing numerous processes to streamline the ones currently in place and providing a firm foundation for future growth.
Initiated Lean Manufacturing Processes within the Accounting Department, cutting hours out of all related office functions and further contributing to the overall plant improvement and related office functions.
Oversaw the local accounting and integration for multiple company acquisitions ($5-10 million in revenues).
Oversaw and completed the formulation of a Collections Department without adding additional staffing, providing $150k in improved collections reserve and decreasing the DSO to historical lows.
On implementation team for new computer system for manufacturing location (J.D. Edwards).
Documented and streamlined the month end closing processes for the plant.
EBSCO (Birmingham, AL)
$2.5B privately held company with world-wide holdings in many diverse industries, primarily focusing on manufacturing and technologies.
Corporate Group Controller
Key partner and liaison between multiple U.S. manufacturing companies and International Headquarters. Responsible for periodic audits, month end close review and analysis as well as the formulation of business planning and budgets, with an overall company emphasis on long-term growth. Responsible for the financial reporting of four companies (manufacturing and construction) with over $90 million in yearly revenue, working closely with professional staffs. In full charge of balance sheets and evaluation/audits for all divisions. Working closely in determining the decision/strategy processes for all Areas and lines of business, including those not related with accounting. Deeply involved in the financial analysis for all locations.
On implementation team for new computer system for manufacturing location.
Working to stabilize and “turnaround” companies currently under heavy review.
Overseeing the start-up of new lines of business in manufacturing companies
Looking to implement new incentive systems for multiple companies.
Working to streamline and improve the hiring policies and overall retention for construction locations.
Loomis Armored (Birmingham, AL) 2004-2013
Publically traded Transportation/Service company handling the counting, verification and security of cash and cash management services for customers in the many types of banking and commercial markets.
District Controller
Key partner to multiple VP’s, responsible for the analysis, reporting and supervision of all accounting functions for two-three Districts with approximately $80-110 million in yearly revenue, including over forty locations at their peak, along with their professional staffs. In full charge of balance sheets and evaluation/audits for all divisions. Deeply involved in decision/strategy processes for all Areas and lines of business, including those not related with accounting. Formulated and consolidated yearly, monthly and weekly budgets and variance analysis.
Promoted to District Controller.
Reduced total accounting staff by 33% over the past five years providing an estimated yearly savings of $360k.
Implemented a centralization of accounting personnel among districts, further providing value.
Specialized in “turnaround” situations, leading and implementing processes that revived the New Orleans, Puerto Rico, Florida and Washington, DC branches. All were branches that had been unable to return profits, or return profits consistently, for months (if not years) previously, providing substantial value for the company and providing a firm foundation for future growth.
Districts under responsibly achieved sustained, continuous growth, year-over-year, leading to a doubled profitability in one district (5% to 11% budgeted) and another to profitability (-1% to 10% budgeted).
Oversaw direct labor incentive system that provided current and future growth in all districts.
Oversaw the local accounting and integration for $100m company acquisition ($20m locally).
Oversaw the accounting consolidation of branches; breaking apart of districts.
Performed audits throughout the company framework for compliance within the cash systems.
Area Controller
Key partner to multiple Area Managers, responsible for the analysis, reporting and supervision of all accounting functions for three Areas with approximately $40-50 million in yearly revenue including eleven locations and professional staffs. In full charge of balance sheets and evaluation/audits for all divisions. Deeply involved in decision/strategy processes for all Areas and lines of business, including those not related with accounting. Formulated yearly, monthly and weekly budgets and variance analysis. Directly managed eight employees, most in remote locations.
Allied Waste (Browning-Ferris Industries) (Birmingham, AL) 2000-2004
Waste services company dedicated to providing a total waste solution with environmental confidence for their customers, including commercial, residential, construction and medical among others.
Assistant District Controller
Key partner to District Manager and District Controller, responsible for the analysis, reporting and supervision of all accounting functions for district with approximately $140-150 million in yearly revenue including sixteen locations and professional staffs. In full charge of balance sheets and evaluation/audits for all divisions. Involved with all decision/strategy processes for district, including those not related with accounting.
Leadership skills assisted in providing year-over-year continued growth (doubled to over 20% profitability).
Experienced with acquisitions/divestitures and their integration into the Allied/BFI system.
Responsible for the implementation, evaluation, maintenance and auditing of SOX requirements for all divisions.
Performed quarterly financial audits on all branches.
Developed projection/forecasting templates improving accuracy and the planning process from both a time and dollar standpoint.
Developed pricing templates that assisted in targeting problem or non-profitable accounts.
Formulated and implemented incentive program for accounts receivable/collections functions.
Division Controller
Key partner to Division Manager, responsible for the analysis and reporting of all accounting functions for hauling company with approximately $29 million in yearly revenue and 100 employees; supervising an accounting staff of seven; formulating and tracking all budgets and financial statements for the division. Worked closely with other departments, such as operations and sales, in evaluating and implementing procedures and strategies for increasing division efficiencies.
Serta Mattress (National Bedding) (Cullman, AL) 1997-2000
Number one producing mattress/bedding manufacturer in the United States and leading manufacturer worldwide. Based in Chicago, IL
Plant Controller
Financial leader, responsible for the analysis and reporting of all accounting functions for plant with
approximately $30 million in yearly revenue and 100 employees. Supervised an accounting staff of six.
Plant accomplished year-over-year financial growth.
Formulated and tracked all budgets and financial statements for the division.
Managed all production and scheduling during prolonged absence of Plant Manager.
Supervised the purchasing process.
Formulated and implemented an incentive program and worked directly with plant in team building and safety requirements.
Meadowcraft (Birmingham, AL) 1993-1997
Nationally known mass production and custom furniture manufacturer
Plant Controller
Reporting to CFO and Branch Manager and responsible for the cost and general accounting functions of two
plants and retail division of company with over $120 million in yearly revenue and over 1,500 employees.
Plant accomplished exponential growth (Wal-Mart) during the time period
Formulated and tracked all budgets and financial statements for the two plants and helped with corporate consolidations.
Formulated and implemented an incentive program and worked directly with plant in team building and safety requirements.
Managed all production and scheduling during prolonged absence of Plant Manager.
Supervised the purchasing process.
Formulated and implemented an incentive program for two plants and worked directly with plant in team building and safety requirements.
Worked on implementation team with SAP software.
Managed retail outlet store in addition to other duties, with a full financial statement.
Bymoco Metal Fabricators (Birmingham, AL) 1993
Nationally known mass production and custom furniture manufacturer
Plant Controller
Reporting to President and responsible for analysis and reporting of all accounting functions and coordinator of
personnel and office functions, as well as corporation investments (401k) and cash flows.
Implementation of a cost accounting system for the branch.
Handled plant investments and cash flows during a period of extreme cash flow issues.
Revitalized accounts receivable function, taking the DSO from over 60 days to less than 25 in less than six months.
Mason Corporation (Birmingham, AL) 1988-1992
Regional aluminum building product manufacturer
Staff Accountant
Reporting to Controller, responsible for inventories (including raw materials and coil metal) and costing as well as formulating reports and financial statements. Directly handled payroll issues and accounts payable. Supervisory experience.
Evaluated and implemented all pc-generated reporting for the company.
Implementation of a cost accounting system for the branch.
Fiduciary of pension and profit sharing plans.
Kent Corporation (Pinson, AL) 1987-1988
Nationally recognized store shelving manufacturer
Cost Accountant
Reporting to Controller and responsible for assisting in month-end close out and coding of incoming invoices,
with a heavy focus on cost accounting.
Evaluated and implemented all pc-generated reporting for the company.
One of two group leaders involved in the implementation of new Burroughs mainframe and software.
EDUCATION
Masters of Business Administration, Samford University, 1995
B.S. of Business Administration in Accounting, Auburn University, 1987
REFERENCES AVAILABLE UPON REQUEST
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