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Controller, Accounting Manager

Location:
Battle Creek, Michigan, United States
Posted:
October 31, 2016

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TODD W. TURCOTTE

*** ****** ****** ****

Battle Creek, MI 49014

Home: (269) ***-**** Mobile: (269) ***-****

acxbik@r.postjobfree.com

CAREER SUMMARY

Accounting/Finance

-Nineteen years as Plant Controller, experienced in driving forecasting, budgeting, capital planning, costing, and financial analysis, accounting for a divestiture and a closure of a manufacturing operation, and leading single and multi-plant monthly closings

-Five years in Internal Audit, experienced in leading and conducting Financial and Operational Audits

-Development of sound and effective Internal Control environments, including implementation of Sarbanes-Oxley and Japanese J-SOX compliance systems, as well as close coordination with both external and internal auditors for audit and operational reviews

-Experience in Training/Mentoring others for future assignments to Controller, Information Systems Manager

Information Systems

-Strong PC skills (Excel, Word, PowerPoint, Visio) and ERP systems (SysPro, MAPICS, JD Edwards, SAP, Oracle, QAD) and accounting consolidation packages (Hyperion)

-Implemented Oracle financial and procurement modules (General Ledger, Fixed Assets, Accounts Payable, Purchasing, Receiving, and SQL Report Writing), as well as a team member of an Oracle ERP conversion project (Bills of Material, Cost, Shop Floor)

Manufacturing/Quality

-Solid understanding of Lean Manufacturing, 5S, Six Sigma, QS 9000/ISO 9001, and TS16949

-Involvement in QS 9000, AS9001 and ISO 9001, as well as internal quality process initiatives

PROFESSIONAL EXPERIENCE

September 2014 to May 2016 – MICRO MACHINE COMPANY, LLC, Kalamazoo MI/Warsaw, IN – Medical Implement Manufacturing

Controller

-Responsible for all Accounting, Treasury and Payroll activities for a two facility, 125 employee organization

-Coordinate all weekly and monthly manufacturing operation metric reporting, as well as monthly financial forecasting, weekly trend analysis, bank compliance reporting and all tax compliance.

February 2014 to September 2014 – ROBERT HALF INC, Kalamazoo MI – Contract Employment Agency

March 2014 – May 2014 - Milsco Manufacturing Company - Plant Controller, Jackson, MI

-Responsible for all Accounting and Payroll activities for a 175 employee organization

-Worked with plant staff to understand financial impacts of VAVE improvement projects

-Coordinated all weekly and monthly manufacturing operation metric reporting, as well as monthly financial forecasting and weekly trend analysis.

January 2012 to November 2013 – ROCKTENN, Battle Creek, MI – Recycled Containerboard Paper Mill

Controller

-Responsible for all Accounting and Payroll activities for a 165 employee organization

-Six Sigma Green Belt trained, led a project to improve MRO expense reporting, tracking and forecasting

-Led implementation of cieTrade at the local level (Corporate initiative to centralize recycled fiber purchases)

-Coordinated all budgeting and forecasting, including an improvement project that increased forecast accuracy to 95%

-Implemented Cycle Count program of all MRO inventory, resulting in an overall absolute accuracy level of 98%

May 2010 to July 2011 – DYNAMIC METALS, LLC, Elkhart, IN – Specialty Metal Forming and Welding Services

Controller

-Responsible for all Accounting, Treasury and Human Resource activities for a 65 employee organization with subsidiary operations in Louisville, KY and Bedford, IN

-Improved cash flow and Accounts Receivable collections by 65%

Managed financial and inventory consolidation effort in the transfer of operations from Louisville to Elkhart

-Left due to company reorganization/consolidation

March 2009 to November, 2009 – KAISER ALUMINUM FABRICATED PRODUCTS, LLC, Foothill Ranch, CA

Plant Controller – Kalamazoo, MI Operations

-Responsible for establishing Accounting, Costing and MRO Purchasing functions for a $108m start-up aluminum casting and extrusion facility (production scheduled to start March, 2010).

-Project Manager for accounting and business system implementation (Jobscope and Maximo).

-Responsible for implementing Sarbanes-Oxley compliant internal controls

-Left due to company reorganization in Project Team management.

2006 to 2009 – DENSO MANUFACTURING MICHIGAN, INC, Battle Creek, MI – Tier 1 Automotive

Controller, Accounting and Profit Planning

-Accounting for 2,700 employee facility in MI ($1.3b in sales) and a 435 employee facility in AR ($270m in sales)

-Implementation of J-SOX (Japanese Sarbanes-Oxley)

-Implementation of Inventory Monitoring System – reduced inventory variance from 12.8% to 2.2% (Michigan) and from 5.8% to 0.7% (Arkansas)

-Reduction in past due A/R for key minority suppliers (consigned), and over 40% for all trade customers

-Reduction in Real and Personal Property Taxes for Michigan by $1.1m for 2007 ($8.0m PV over 12 years), and achieved $4.1m in tax credits for Arkansas

-Co-led an Efficient Office team designed to eliminate muda and improve process efficiency

-Trained administrative departments on Hyperion Planning budgeting system, as well as on developing appropriate budgeting strategies to achieve targeted cost savings

-Left company to pursue start-up opportunity with Kaiser Aluminum Fabricated Products

2004 to 2006 – MERIDIAN AUTOMOTIVE SYSTEMS, Allen Park, MI – Tier 1 Automotive

Plant Controller – Huntington Operations, Huntington, IN

-Accounting and Cost Management for a 290 employee ($50m in sales) manufacturing facility and a support raw material facility (15 employees)

-Implemented a Daily Key Measurable Indicator to coordinate production reporting, financial targets and operational objectives for the facility, as well as a Monthly Financial Scorecard which monitoring progress toward achieving stated goals and objectives. Both tools helped improve forecasting accuracy to within 95% of quarterly forecast and realize cost savings of $0.8M in the first full-year

-Coordinated accounting and tracking for launch of new product line, including cost accounting activities and quoting new business opportunities

Coordinated plant financial supplier issues related to Meridian’s Chapter 11 filing

-Left company to pursue opportunity with Denso Manufacturing Michigan, Inc.

2003 to 2004 – AUTOLIV N.A., Auburn Hills, MI – Tier 1 Automotive

Plant Controller – Seat Belt Facility, Madisonville, KY

-Accounting, Cost and Information Systems management for a 435 employee manufacturing facility ($110m in sales)

-Implemented a Weekly Financial Scorecard, to coordinate financial and operational goals and objectives for the facility, which helped to improve forecasting accuracy

-Team member on a cross-functional Control Self Assessment team to develop financial control systems for all seventeen North American facilities to ensure compliance with Sarbanes-Oxley requirements

-Left company because of facility closure

2003 to 2003- LEAR CORPORATION, Southfield, MI - Tier 1 Automotive

Controller – Interior Systems Division, Marshall, MI – Hard Trim/Door Panel Operations

-Accounting/Costing for 700 employee facility ($90m in sales) manufacturing injection molded interior trim parts

-Implemented, monitored and controlled a scorecard initiative to coordinate financial and operational goals and objectives for the facility, which has enabled achievements of 11% improvement in profit and realizing cost savings of $3.4 M (YTD savings annualized), toward a full-year $4.5M savings objective

-Left company because of facility closure

1993 to 2003 - DANA CORPORATION, Toledo, OH - Tier 1 Automotive

Operations Controller – Hose & Tubing Products Division, Plumley Hose Operations, Paris, TN

-Monitored and controlled financial, I.S. and cost estimating performance -for three Hose and Tubing Extrusion and Assembly Operations and a Sales/Product Design center (475 employees, $65m in Sales) Coordinated efforts to incorporate remote operations of a plastic tubing operation from Ohio to Tennessee

-Implemented a daily financial and operational accountability system to ensure compliance to both plant and division objectives. Improved financial operations versus forecast over a six-month period by 25%

Plant Controller – Commercial Vehicle Service Parts Division, Olive Branch, MS – Power Take-Off Facility

-Division Accounting/Costing and Information Systems management for a 125 employee facility ($40m in sales)

-Developed and coordinated information systems and procedures that provided financial and economic history for several due diligence efforts that resulted in the successful sale of the Chelsea division

Category champion for Quality Leadership Process (based on Malcolm Baldridge Quality criteria), which helped our facility win the Mississippi Quality Association Excellence Awards (1998 and 2000), and the Greater Memphis Association for Quality’s Pyramid Award (2001)

Plant Controller – Perfect Circle Products Division, Richmond, Indiana – Machining Plant

-All Accounting/Costing for a 200 employee facility ($40m in sales).

-Implemented QAD financial package and interfaced with QAD (MFG PRO) for integrated financial reporting, as well as coordinated installation of bar code readers on the shop floor to eliminate data errors.

Accounting Supervisor – Spicer Heavy Axle and Brake Division, Hilliard, Ohio – Assembly Plant

-Implemented Oracle financial and procurement modules (GL, Fixed Assets, AP, Purchasing, and Receiving).

-Team member of Oracle ERP conversion project (Bills of Material, Cost, Shop Floor movement, Routings), including coordinating the first physical inventory for the facility prior to system implementation

Oversaw the movement of Remanufacturing operations from another Dana location, which included developing and implementing an accounting system.

Senior Internal Auditor – Toledo, Ohio

-Developed and implemented U.S. Customs Compliance and NAFTA Supplier Content Reporting audit programs and procedures, including preparation of audits and coordination of specialized training for other auditors.

-Led a Quality Process Improvement team that developed and implemented process improvements (standardization of audit processes and workpaper documentation) that contributed to a 25% reduction in average audit cycle time.

EDUCATION / CERTIFICATION / MEMBERSHIPS

Walsh College – Troy, MI

Master of Business Administration – March 2016

Western Michigan University - Kalamazoo, MI

Bachelor of Business Administration (Magna Cum Laude) – 1990, major in Accounting

Certifications/Memberships/Organizations

CIA (Certified Internal Auditor) – 1993, Inactive; Institute of Internal Auditors since 1989



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