Financial and Accounting Management

THOMAS M. VICKERS **** Burton Ave.

http://www.linkedin.com/in/thomasvickers Toledo, OH 43612

************@*****.***

Cell: 770-***-****

Extensive finance, strategic planning, M&A and accounting experience with Fortune 500 and privately owned manufacturing firms. Known as a results oriented strategic thinker, problem solver and fact-based decision maker committed to winning, exceeding expectations, driving efficiencies and having significant impact on results. Expertise includes – Corporate Finance, Business Turn-Arounds, ERP System Implementations, Board Presentations, Budgeting and Forecasting, Green Belt Certified in Six Sigma Processes, Strategy Development and Execution and Business Portfolio Analysis.

Management Consultant 12/2014 – Present

My management consulting work has been in the following engagements. I have signed, binding Non-Disclosure Agreements (NDA’s) in place, so I have omitted company names:

Global precision engineering manufacturing company in Georgia ($180M annual revenue) – Six (6) month assignment reporting directly to the President. Extensive global travel focusing on supply chain initiatives, business valuations, greenfield manufacturing plant construction, recruitment and development of high-performance financial management vacancies and standardization of daily dash board business performance reports across multiple business units.

Global microelectronics manufacturing company in Indiana ($350M annual revenue) – Five (5) month assignment reporting to the senior management team developing and coordinating a detailed project plan for implementing a full Oracle ERP system.

Global eCommerce / Order Fulfillment company in Georgia ($90M annual revenue) – Six (6) month assignment as the Interim CFO reporting to the CEO. My responsibilities included managing the organization out of bankruptcy, securing new funding (debt & equity), resolving a multitude of legal challenges, improving financial analysis and reporting, retaining new external auditors and hiring a permanent CFO.

Global industrial machinery manufacturing company located in Georgia ($120M annual revenue) – Six (6) month assignment as the Interim CFO reporting to the VP General Manager. My responsibilities included developing and creating a formal management reporting process, directing their budgeting and forecasting processes, improving their cost accounting analytical process and initiating an inventory record accuracy improvement plan.

Lion Copolymer, LLC, Baton Rouge, LA 6/2012 – 12/2014

Lion Copolymer is an $800M private equity-backed petrochemical company

Vice President, Chief Financial Officer

Reporting to the President & CEO and a key member of the Executive Management team,

Responsibilities included a strategic role in the overall management of the company; primary day-

to-day responsibility for planning, implementing, managing and controlling all financial and IT-related activities of the company. This includes direct responsibility for accounting, finance, treasury, forecasting, strategic planning, cost accounting, legal, property management, deal analysis and negotiations, investor relationships and partnership compliance and private and institutional financing.

Led divestiture of the business; worked with investment bankers; managed data room; completed significant Management Discussion & Analysis activities.

Refinanced $400 million in debt.

Implemented a daily operating cash flow forecast.

Implemented a detailed management reporting process.

Initiated a top-grading and reorganization of the finance and accounting functions.

Identified and implemented $5 million in annual profitability improvements.

Developed a formal budgeting and forecasting process.

J.M. Huber Corporation, Atlanta, GA 2000 – 6/2012

(J.M. Huber Corp. is a Privately Owned $2.5 billion Global Corporation)

Vice President, Finance - 2009 to 6/2012

Huber Engineered Materials, a $600M division of JM Huber Corporation

Responsible for Global financial accounting for division, accounting and consolidations, financial reporting, budgeting and forecasting, financial planning & analysis, credit & collections, risk management, internal control, SOX compliance, internal and external audits, taxation, payroll, financial systems administration and M&A/divestiture activity. Back-up for CFO during his absences; present to Board of Directors and key financial contact for business decisions. 4 Strategic Business Units, 14 manufacturing locations worldwide and 9 direct reports.

Managed 6 acquisitions and divestitures ($50 million to $250 million deals) from detailed due diligence to seamless business integrations.

Lead SG&A Austerity Program” reducing YTD spend by $6.0 million or 15% of total spend.

Transitioned company from standard cost system to an actual cost system using Business Objects.

Implemented new automated freight payment solution, resulting in improved working capital.

Global Controller - 2007 – 2009

Responsibility for Engineered Materials division; $600M

Responsible for financial accounting, consolidations, adherence and compliance to US GAAP, Internal Control Review Board and Work Process Council, annual operating plan and budgeting process, business forecasts for bank covenant compliance including completion of analysis for various SEC-related reporting, such as 10K, 10Q, 8K and FAS 116; month-end closings, consolidation and reporting processes, internal and external audit engagements, payroll and financial reporting functions. 13 direct reports and 3 indirect reports

Directed 4 acquisitions and divestitures ($50 million to $250 million deals) from detailed due diligence to seamless business integrations.

Directed top-grading of staff and reassignment of workload resulting in improved performance.

Coordinated continuous improvement in monthly financial reporting packages resulting in a clear and concise management reporting package with an executive summary and relevant details and KPI’s.

North American Controller - 2005 – 2007

Responsibility for Engineered Materials division; $600M

Responsible for managing month-end close, consolidation and reporting processes, managing and directing the cost accounting function, managing the property accounting and sales & use tax functions and supporting the Supply Chain function with financial analysis.

Managed integration of global accounting functions into high performance teams; reduced staff 20%.

Lead due diligence efforts for 2 acquisitions; deals delivered positive EVA in year one of ownership.

Created hedge accounting for natural gas and foreign currencies resulting in nominal impact on P&L.

Director of Finance, Industrial Minerals Business - 2003 – 2005

Responsibility for Industrial Minerals business unit; $200M

Responsible for driving financial and business results for the business unit, development of the annual operating plan, forecast and capital plan, business case analysis for capital appropriation requests, working capital and operating cash flow and revenue accounting and preparing divisions for divestiture.

Lead two business turn-arounds in one year from negative profitability to 20% EBITDA performance.

Developed and implemented a “Cost to Serve” model resulting in elimination of unprofitable customers and a 12% improvement in profitability.

Lead price increase strategy resulting in positive EBIT and EBITDA within 90 days.

Implemented weekly detailed spend reviews resulting in 30% reduction in discretionary spending.

Director, Financial Planning & Analysis - 2000 – 2003

Responsibility for Engineered Materials division; $600M

Responsible for designing, developing and implementing FP&A function, developing and coordinating annual operating plan and budget for six business units, preparing 12-month rolling business forecasts, developing formal process around marketing intelligence, benchmarking and key performance metrics.

Provided financial leadership to Supply Chain function resulting in $23 million in annual savings.

Developed margin analysis resulting in improved pricing and productivity initiatives.

Led financial and logistics modules for Oracle ERP implementation resulting in $20.5 million in savings.

Honeywell, Conway, SC

Manufacturing Controller 1998 - 2000

(Amorphous Metals Business, a $5.0 billion division of Honeywell, a $50 billion Manufacturing, Technology and Services Company).. We utilized an advanced technology, high precision manufacturing process along with an aggressive research and development program to develop high-performance products. Our products covered a variety of applications including, Pulse Power Cores for use in high voltage, high power applications; Magnetic Materials used in a variety of applications, from magnetic tags that prevent theft, to large magnetic applications, such as used by GE in their MRI equipment; Distribution Transformer Electrical Steel used for utility distribution and transmission systems and commercial / industrial applications; and leading edge Brazing Foils providing high strength and corrosion resistance metal joining capability.

Unilever PLC, Livonia, MI 1992 - 1998

(Diversey-Lever, a $2.0 billion division of Unilever PLC, a $60 billion Global

Consumer Products Conglomerate)

Director, Financial Planning and Control

Director of Finance, Operations

Henkel KGaA, St. Louis, MO 1983 - 1992

(The Dial Corporation, a $2.0 billion division of Henkel KGaA, a $19 billion Global

Consumer Products Conglomerate)

Manager of Accounting

Manager of Field Accounting

Senior Cost Accountant (hired by Dial while in school; earned degree while working; recruitment done on campus for this earn-while-learning program)

EDUCATION/TRAINING/CERTIFICATIONS

University of Toledo, Toledo, OH

Masters of Business Administration – 1993

Bachelors of Business Administration in Finance – 1988

Certified Management Accountant (CMA) - 1997

Green Belt Certified in Six Sigma Processes - 2000

Disney Institute Leadership Excellence Program – 2011

Strong working knowledge of SAP, Oracle, BAAN, Hyperion and Microsoft Office Suite

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