Accounting Financial

Carman Clayton Turner, jr.

**** ******** ******, *** *******, California 90045 Cell 310-***-**** Home 310-***-**** *************@*****.***

Operationally focused Finance and Accounting executive with significant experience gained through years of building and optimizing Financial Planning and Analysis, Accounting, SEC and Regulatory Reporting, Technology, and Treasury functions. Team and task oriented consensus builder that works at both Strategic and Operational levels. Experience working in both contracting and expanding business environments, start-ups and mature companies, and managing both large (140 employee) and small (2 employee) groups. Over 15 years of hands on SEC, OCC, FDIC and other regulatory reporting. Extensive IT systems experience including over 10 accounting and business system conversions. Strong history of utilizing technology to automate and improve workflow to strengthen internal controls, increase scalability, and expedite monthly closing and reporting. California Certified Public Accountant.

Technologies used include the Microsoft suite of software (Excel, Word, Access, etc.) PeopleSoft, Oracle, SAP, Hyperion, JD Edwards, Infinium, McCormack and Dodge, Kirchman, FISERVE, INTACCT, Concur and other software as a service (SaaS) solutions.

Core Competencies

Broad functional exposure to Finance, Treasury, Accounting, and Technology has enabled me to develop expertise in:

SOX Compliance --- Financial Planning and Analysis --- Commercial Real Estate --- Budgeting and Strategic Planning --- Project Management --- Payroll --- SEC Filings and Regulatory Reporting --- IT Development and Implementation --- Insurance and Brokerage Operations --- Investment Securities Management --- Product, Geographic and Customer Profitability --- Risk Assessment and Performance Metrics --- Accounting Policy and Governance --- Shared Services --- Liquidity Management --- Board and Analyst Presentations --- Mergers / Acquisitions / Divestures --- Asset / Liability Management --- Disaster Recovery --- Employee Development, Mentoring, and Training --- Succession Planning --- Auditing --- Foreign Operations Reporting and Consolidation --- Partnerships and Joint Ventures --- Property Management --- Treasury Operations

Professional Experience

FINANCIAL PLANNING / ACCOUNTING / IT CONSULTING Turner Financial Services, Los Angeles 2011 – Current

Created the consulting company to provide advisory services utilizing my Financial Planning and Analysis, Accounting, Treasury, and Technology experience.

Developed the G/L parameters and designed and managed an accounting and regulatory reporting system conversion to PeopleSoft for a $10 billion asset sized Bank in transition and undergoing a major technology upgrade.

Managed the accounting aspects of a merger, the adoption of SOP 03-3, and an accounting conversion to PeopleSoft for a rapidly growing start-up Bank in Los Angeles that has complex retail, commercial, and mortgage operations.

Selected by a large university in Southern California to review and validate one of the largest student loan systems in the United States for adequate internal controls and compliance with U.S. government regulations.

Currently on assignment at Union Bank and serving as the CFO of their brokerage firm, Union Bank Investment Services. Primary responsibilities include managing the accounting, incentive compensation, and financial reporting departments and developing a subsidiary centric Finance function.

CHIEF ACCOUNTING OFFICER AmeriHome Mortgage Company, Woodland Hills, California 2/2014 – 10/2014

Retained to create and build the Accounting, Financial Reporting, Financial Planning, and Treasury functions for a rapidly growing start-up mortgage company.

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Major Accomplishments Included:

Financial Systems and Conversion - Procured and installed a new general ledger and converted from QuickBooks to INTACCT (a highly rated software as a service solution [SaaS]) in a short 60 day time-frame.

Staffing and Operations - Hired and trained staff, developed policies and procedures, and organized priorities for the group while documenting technical accounting requirements and developing data workflow from production systems to accounting systems.

Financial Planning and Analysis – Developed a cost center structure and allocation methodologies to facilitate cost center reporting, enhance expense management, improve variance analysis, and establish manager accountability.

Financial Reporting – Created core financial reports and developed financial analysis for the company’s parent, regulators, Board of Directors, and creditors.

Compliance - Assured compliance with GAAP, coordinated the Audit RFP process, and selected the external auditor.

Technical Accounting - Developed derivative and hedge accounting reports, mapped workflow, developed accounting policies and procedures, identified applicable GAAP, and documented internal controls.

CHIEF ACCOUNTING OFFICER Toyota Motor Credit Corporation (TMCC), Torrance, California 2009 – 2010

Recruited to re-build the Accounting, SOX Compliance, and Financial / Regulatory Reporting functions (130 employees) of Toyota’s largest finance subsidiary ($85 billion in assets) after the negative impact of multiple financial restatements. TMCC provides finance and insurance products to Toyota and Lexus dealers and customers in the United States, Mexico, Canada, Brazil, and Puerto Rico.

Major Accomplishments Included:

SOX Remediation - Eliminated existing SOX “significant deficiencies” that resulted from multiple financial restatements by (1) investing in technology and implementing a Treasury Accounting System (TREMA), (2) restructuring and retraining Treasury Accounting, and (3) reviewing, documenting, automating, and testing internal controls.

Workflow / Accountability - Developed a strategic vision for the Accounting Group to align accounting objectives, goals, and priorities with the companies’ and upgrade the standards of performance in all accounting areas. Completed a functional realignment designed to streamline workflow, increase capacity, and establish individual, team, and group accountability.

Strategic Planning / Expense Reductions – Designed and began implementation of a Five Year Strategic Plan to (1) increase Accounting Group scalability, (2) automate manual processes,(3) encourage consistent use of accounting fundamentals, and (4) increase efficiency while (5) reducing department headcount by 23% [30 out of 130] and (6) lowering operating expenses by 25% [$3 million annually].

Compliance / Risk Management - Established a “back to basics” mentality and encouraged a “best practices” approach to refocus the Accounting Organization on core accounting, GAAP and Regulatory compliance, internal controls and risk reduction. Implemented a Risk Assessment with Key Risk Indicators (KRI) and Key Performance Indicators (KPI) to measure group performance and provide early identification of potential problem areas.

Countrywide Bank, FSB / Bank of America, Thousand Oaks, California 2002 – 2008

MANAGING DIRECTOR, CHIEF ACCOUNTING OFFICER 2006 – 2008

(3) EXECUTIVE VICE PRESIDENT, CHIEF ACCOUNTING OFFICER …… 2004 – 2005

(2) EXECUTIVE VICE PRESIDENT, CONTROLLER 2003 – 2004

(1) SENIOR VICE PRESIDENT, CONTROLLER 2002 – 2003

Hired to design, staff, and manage Financial Planning, Accounting, Financial and Regulatory Reporting, SOX Compliance, and Technical Accounting Groups for a rapidly growing start-up Bank that went from $77 million in assets in 2001 to over

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$125 billion in assets in 2007. Countrywide Bank was a wholly owned subsidiary of Countrywide Financial Corporation [CFC] with 200 branch offices located throughout the United States. Liquidity problems in CFC’s mortgage lending subsidiary [Countrywide Home Loans] prompted the sale of the entire company to Bank of America in 2008.

Major Accomplishments Included:

Recruiting / Retention – Actively managed recruiting efforts for the Financial Planning and Accounting Departments during a 6 year period of increasing complexity and explosive company growth [15 to 140 employees] [$2 billion in assets in 2002 to $125 billion in assets in 2007]. Attracted, hired, mentored, and retained industry leading talent, consistently ranked #1 in all Surveys, and Maintained an annual turnover ratio of less than 1%.

Technology / Conversions - Managed multiple system conversions and implemented custom sub-systems for Loan Accounting, Securities Accounting, and Account Reconciliations. Converted the Securities Portfolio ($20 billion) to Princeton Financial System’s PAM Investment Securities System and implemented PeopleSoft Budgeting.

Financial Planning and Analysis – Developed and staffed the Financial Planning and Analysis Group, implemented cost center reporting, developed core financial statements, defined metrics, and implemented PeopleSoft Budgeting.

Internal / External Audit - Developed partnerships with internal and external auditors to promote a team approach to sharing knowledge and resolving issues. Worked with Internal Audit to develop a “continuous audit methodology” that facilitates more meaningful and timely Internal Audits and encourages a “no surprises” mentality. Managed the client side of all reviews and annual audits by KPMG. Company representative for accounting matters with regulators [OCC, OTS, FDIC, and SEC].

SEC Filings and Internal Reporting- Designed the monthly Board Reports and personally authored all internal Financial Reporting and SEC filings [10Q and 10K] prior to establishing and staffing a Financial Reporting Group.

Risk Management - Incorporated a risk based approach to monitor the Accounting Group and developed Key Performance Indicators [KPI’S] and Key Risk Indicators [KRI’s] to evaluate performance and provide early warnings for potential problems.

Operational Efficiency - Engineered a monthly workflow process to implement “best practices” and streamline accounting operations resulting in accelerating the monthly closing from a 15 day cycle to a 3 day cycle.

ALCO- member of ALCO and experience monitoring and accounting for large Loan and Securities Portfolios.

VICE PRESIDENT, CONTROLLER Commercial Finance, Finova Capital, Los Angeles, California 1999 – 2002

Retained to decentralize the Commercial Finance Accounting and Finance functions from headquarters in Scottsdale, AZ to Los Angeles to improve financial reporting, develop subsidiary accountability, and increase profits. Commercial Finance was the largest of FINOVA’s 12 subsidiaries and was a $4.0 billion middle market asset based lender. Credit and liquidity issues in other subsidiaries after 9/11 prompted a sale of the company to Berkshire Hathaway [BRK] in 2002. BRK opted to discontinue asset based lending and tasked us to liquidate the portfolio of property and loans over an 18 month period.

Major Accomplishments Included:

Decentralization/ Transparency / Internal Controls - Decentralized, staffed, and managed the Financial Planning, Accounting, and Treasury functions. Implemented internal controls to reduce risks and designed financial reports and analytics to improve transparency and facilitate decision making to increase subsidiary profitability.

•Financial Planning and Analysis - Managed the Finance and Accounting aspects of an acquisition that doubled total assets to $4 billion. Consolidated the Accounting, Financial Planning, and Treasury functions.

• Divestures - Selected to stay with the company through a change in ownership and an 18 month liquidation resulting from a decision by Berkshire Hathaway [BRK] to discontinue asset based lending. Managed the Allowance for Loan and Lease Losses, developed models to forecast cash positions and calculate gain or loss on the sale of loans, and designed and managed a very successful monthly incentive bonus program to retain key employees.

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Glendale Federal Bank, Glendale, California 1985 – 1998

VICE PRESIDENT - Financial Planning and Analysis, Glendale Federal Bank 1992 – 1998

(4) SENIOR VICE PRESIDENT, CFO - Retail Bank 1989 – 1991

(3) VICE PRESIDENT, CONTROLLER, GLENFED Insurance 1988 – 1989

(2) ASSISTANT CONTROLLER, GLENFED Service Corporation ……. 1986 – 1988

(1) SENIOR ACCOUNTANT, GLENFED Realty Investments 1985 – 1986

Numerous positions of increasing responsibility over a period of expansion [1985 - 1990] followed by downsizing [1991 - 1992] proceeded by another period of growth [1993 - 1998] and ending with the sale of the Company to CalFed in 1998. Over a six year period I was promoted from Senior Accountant to Assistant Controller, Controller, Chief Financial Officer of the Retail Bank, and Vice President of Retail Financial Support (responsible for providing all financial support to the Retail Bank division of the company).

Major Accomplishments Included:

Geographic Profitability - Developed a data warehouse and financial reporting system to calculate, compare, and report monthly branch sales volumes and profitability to Executive Management and the Board of Directors.

Financial Planning and Analysis – created, staffed, and managed a Financial Planning and Analysis Group that supported the Retail Bank division ($18 billion in total assets / 250 plus branches, and 400 cost centers) by coordinating annual budgeting, tracking sales volumes, providing timely financial results, quarterly forecasting, administering incentive plans, developing branch level reporting, and providing all Pricing Committee data.

Commercial Real Estate- Automated the group consolidation and provided all accounting and financial support to a large group of commercial real estate subsidiaries and partnerships. These entities were responsible for the purchase, development, property management, syndication, and sale of commercial real estate properties.

Expense Reductions / Reorganization – Member of a confidential “hand-picked” 10 person Executive Task Force that restructured the entire organization in 1991 resulting in savings of over $160 million in annual operating expenses (35% decrease).

Board of Directors - Member of the Board of Directors of three highly profitable retail subsidiaries: GLENFED Insurance, GLENFED Brokerage, and Verdugo Trustee Services.

Product Profitability - Developed the first product level financial models used by the company to calculate profitability, calculate RAROC, and to make informed pricing decisions at the product and geographic levels.

Income Enhancement - Increased interest income 400% annually by implementing an aggressive cash management policy and utilizing technology to automate cash flow monitoring and cash position forecasting.

Business System Conversions - Pioneered the first ever electronic data conversion of customer and policy data to the Delphi Agency Management system resulting in saving 4,800 man hours and $350,000 in conversion costs.

Education, Affiliations, and Hobbies

Bachelor of Science, Accounting, AUBURN UNIVERSITY, Auburn, Alabama June 1984

Certified Public Accountant, State of California license # 107619

Member of AICPA: American Institute of Certified Public Accountants

Member of CalCPA: California Society of Certified Public Accountants

Hobbies include: flying, boating, fishing, diving, snow skiing, music, vintage vacuum tube audio, NCAA sports, motorcycles, woodworking, and metal fabrication

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