Management Sales

Edward J. Kaplan

Corporate Controller

**** ***** ******, ********, ** 60201 847-***-**** *******@*******.***

SUMMARY:

A strategic "Business Partner/Corporate Controller" with exceptional credentials (MBA, active CPA) and experience in Finance and Operations within varied industries and enterprises. Exceptionally skilled at reorganizing, streamlining, and strengthening financial operations to maximize performance and profitability.

Deep Operational Acumen gained through front-line roles as strategic business partner to executive team and functional leadership; simplifies financial concepts & insights for non-financial colleagues; connects the dots between operational actions and financial performance; builds strong cross-functional relationships

Operations Officer Mindset. thinks beyond accounting implications, provides solutions and meaningful insights that point toward operating actions; a self-motivated leader who maintains the highest standards of performance and integrity

Innovator in leveraging technology to advantage. Experienced in leading ERP/BI/NAV/Great Plains implementations

Core competencies:

Profit & Loss Management

Budgeting, Forecasting, & Reporting

Strategy & Tactical Execution

Change Management & Innovation

Governance & Compliance

Cross-Functional Partnering

Credit & Collections

Cost Accounting

Corporate Tax Administration

Finance/Treasury Management

Operational Controls & Management

Business Process Redesign

Annual Operating Plan & Forecasting

Performance Management & Monitoring

Contract Review & Management

ERP Implementation

Banking Relationships

Staff Development/Team Building

EMPLOYMENT EXPERIENCE:

American Labelmark Company, Chicago, IL 2002 to Present

Manufacturer and distributor of hazardous materials compliance products as well as hazardous materials consulting, assessment, and technology services to clients throughout the U.S.

Corporate Controller

Directs a staff of 12, with 4 direct reports, responsible for Manufacturing Accounting, Financial Reporting, Credit and Collection (Accounts Receivable), Sales Tax, Accounts Payable, Insurance, quoting and estimating, reporting to President of the Company. Overarching responsibilities include: Secretary (Officer of the Company), Financial Reporting and Analysis; leading the annual Budget process; strategic financial direction to the company’s ownership, banking relationships, insurance, annual financial audit, annual 401K audit, monthly sales and use tax reporting for 18-states, Federal and State Tax Returns, and serving as a member of the 401K committee.

Provides leadership and direction to improve P&L and operational improvements to grow business serving as financial conscience to the organization by proactively recognizing business challenges and offering financial solutions to help reduce or better manage costs and resources

Develops financial management framework by analyzing operational requirements; developing support and control structures and systems; creating profitability models; develops financial plans by contributing financial information, analysis, and recommendations to operational strategic thinking and direction; establishing financial objectives; preparing and updating rolling forecasts; preparing annual operating and capital budgets; driving financial accountability throughout the 4-business units and the consolidated entity

Oversees organizational budgeting, cash management, audit, and accounting

Manages and monitors the organization’s cash flow and working capital needs; assures funds are available at optimum levels per loan pipeline projections

Analyzes customer base, cost of goods, average sales transactions and other key metrics to gauge profitability

Initiates cost reduction and cost management programs, creates reports of actual results, forecasts and budgets, and Ad-hoc reporting of business performance, presenting monthly financials to Senior Management, with supporting explanations of asset-liability management issues

Orchestrates all facets of annual internal and external audit processes; coordinates audits and acts as liaison with external auditors

Seeks to improve financial performance by identifying opportunities in operations; initiating changes; leads cross-functional teams in order to ensure continuous company improvement, problem solving and process analysis, serving as liaison between the business owners and critical business functions (sales, marketing, product development, information technology operation, product management, purchasing and research and development)

Presents monthly financial reports to owners and staff; as well as an annual presentation to the Board of Directors

Edward J. Kaplan Page 2

American Labelmark Company (continued)

Selected results:

Championed a Cycle Counting Program, improving Perpetual Inventory Accuracy to 97%; obviated the need to take a wall-to-wall physical at year-end, a 3-day exercise; and relieved a significant portion of Office Staff from this task

Reduced A/R by 5-days improving monthly cash flow by $800,000; reduced A/R write-off’s by over $100,000

Led the transition of all financial modules from Great Plains to Nav ERP System

Negotiated a new Bank Agreement with a new Bank at a lower interest rate and a higher Line of Credit Limit

Gained favorable discount terms from vendors yielding savings of over $100K per year; if discounts were not available, negotiated payment terms to improve Company Cash Flow

Contributed to the launch the Dangerous Goods Packing Business and Dangerous Goods Consulting Business

Saved Company $50,000/year by switching Workers Comp Insurance Coverage from a Commercial Underwriter to the Illinois Workers Comp Trust, a cooperative of 136 companies

Recruited hourly and salaried degreed applicants to rejuvenate team, resulting in the Department being able to assume more complex challenges, including the implementation of the new Nav ERP System

Delivered $2.5M cost savings for Aluminum purchases by hiring and training an International Sourcing Specialist, an individual experienced in sourcing from China; worked with specialist to develop a strategy to ensure that the company received the same high quality of materials and proper lead times to fulfill orders

Deferred tax liabilities by almost $1.5M for ownership on an annual basis, by requesting an election from the IRS to expense certain Prepaid Expenses for Tax Purposes, not book purposes

Implemented a cloud-based system that automatically prepares and transmits sales tax returns for 18-states, dramatically reducing 40+ manual hours and improved overall quality of tax reporting

Implemented a documentation management system that stores exempt and resale certificates.

Initiated customer check scanning for daily deposits reducing bank clearing times by at least 1-day

Saved the Company $40,000 by liquidating an Interest Rate Swap position

Successfully defended the company against an IRS Audit, with no tax liability assessed

RHC/Spacemaster Corporation, Melrose Park, IL 1997-2002

Manufacturer of retail space fixtures

Divisional Controller, Reflector Hardware Corporation (RHC)

Directed a staff of 21 and 5 direct reports: 2-plant controllers, 2-accounting managers, and a payroll manager

Managed financial reporting and analysis for this $43M business consisting of 4-manufacturing facilities and 1-research and development center

Significant Accomplishments:

Instituted internal controls in billing, accounts payable, and cash management which yielded $5.6M in improvements

Led the effort to reduce inventory levels, resulting in a $3.9M (25%) reduction in obsolete inventory

Key leadership role in the implementation of the QAD Manufacturing ERP software

Implemented a standardized costing system, reducing labor and overhead costs, generating $500K savings in first year

Supported the acquisition of a new business entity

Cherry Electrical Products, Waukegan, IL 1991-1997

Cost Accounting Manager

Managed a 3-person staff with responsibility for the yearly budget process

Significant Accomplishments:

Streamlined the yearly budgeting process; reduced the monthly close cycle from 9-day to 4 days

Leadership role in the selection and implementation of the IFM ledger package and MAPICS MRP II system

Saved $360,000 in one year by changing LIFO accounting methods

Established a cross-function scrap team which gained savings of over $500K

Led the effort to outsource unprofitable operations

EDUCATION & PROFESSIONAL DESIGNATION:

M.B.A./Finance June, 1996 - DePaul University, Chicago, IL

B.S., Accountancy June, 1981 - University of Illinois, Urbana/Champaign

CPA Certificate – Illinois

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