Michael A. Schmitz, CPA, CISA

***** **** ******** ** **** 248-***-****

Farmington Hills, MI 48334 Cell 734-***-****

SUMMARY

Seeking a challenging position providing opportunities for utilization of my accounting, auditing, operational, and information technology skills and experiences for a high-growth company. Principal strengths include: Month End Closing and Reconciliation Financial Reporting & Presentation Operational analysis and continuous financial improvements including Plant operational experience Developed systems to collect of financial data to allow for strategic operational continuous improvements in terms of both time and money Special projects for new business opportunities and spinoff of non- strategic operations Strong ability to implement total system/business process reengineering Information Technology/Process Flow Internal Control/Compliance Project Management Policies & Procedures Development Cost Management.

BUSINESS EXPERIENCE

ZF TRW, Livonia, MI

Director, Finance Global Financial Systems 2012-

Reporting to VP and Corporate Controller

Manage the implementation and development of HFM and Planning system used at 150 worldwide locations accessed via the web.

Key member of FPA team in developing KPIs required to steer business

Manage the team to enhance the system, train and support 800 global users and support all financial reporting.

Work with Finit Solutions consultants and Internal and External auditors to design, develop and implement the Oracle HFM and Planning systems ensuring that it meets the sox and audit requirements.

Manage a global instance of SAP FICO at 30 locations used primarily for collecting financial transaction. The system simplifies the shared service process and is used by 1800 global users.

Manage a project and support team up to 44 individuals.

Manage project to convert 4-4-5 calendar to Gregorian financial calendar.

Developing and managing a new Financial Management System Project for combined $35B company. Working on interface between HFM and SAP BCS tool.

Involved with the divestiture of 4 business Units.

On the Digitalization Finance / Transformation project team with exposure to Automation, Machine Learning, AI and RPA,

Lear Corporation, Southfield, MI

Director, Finance Global Hyperion Systems 2010-2012

Manage the implementation and development of HFM and Planning system used at 200 worldwide locations accessed via the web.

Manage the team to enhance the system, train and support 700 global users and support all financial reporting.

Work with The Hackett Group consultants and Internal and External auditors to design, develop and implement the Oracle HFM and Planning systems ensuring that it meets the sox and audit requirements.

Integrated Manufacturing & Assembly, LLC (JV with Lear), Southfield, MI

Corporate Representative 2010

Act as the Corporate Liaison for all the Lear Corporation function departments to understand their needs and requirements for the implementation of the new oracle HFM and Planning systems.

Work with The Hackett Group consultants to design, develop and implement the Oracle HFM and Planning systems ensuring that it meets the requirements of the corporate departments.

Integrated Manufacturing & Assembly, LLC (JV with Lear), Detroit and Brownstown, MI

Controller 2006-2010

Implement and manage the financial reporting of 8 joint venture facilities. Trained 10 users and assisted in developing all required reporting for various bank entities and partner.

Closed one of the acquired facilities and transferred all production to other Lear facilities saving $450k a year.

Manage all banking, risk management and tax activities for the joint venture.

Developed various business cases through automation and robotics to reduce headcount generating savings in operating expenses by $3 million a year.

Created a business case for starting 2 new locations that saved $750,000 a year.

Developed reporting structures to help manage debt and free cash flow. The process helped reduce loan by $60 million and interest expense by $2.4 million a year.

Helped develop strategic focus of the Joint Venture from a union and operations standpoint to help reduce operating costs by 45% and generate profitability.

Developed benchmarking metrics for the operating facilities to determine where to place focus to help improve operating earnings.

Develop a financial shared service to reduce costs by $200k a year and reducing 4 positions on the processing of accounts payable and payroll transactions.

Lear Corporation, Southfield, MI

Director, Finance - SSD 2004-2005

Ÿ Managed the acquisition of 2 plants and implemented all the Lear financial reporting processes. Manage staff of 5 to close books. Reduced closing cycle from 10 days to 2 days.

Tracked all the startup costs for launching the new Mustang seat program. Managed launch costs to a $700k savings from budgeted amounts.

Tracked all the startup costs for launching the new Mazda 6 seat program. Managed launch costs to an $800k savings from budgeted amounts.

Managed the closing of the final acquired facility and transferred all production to joint venture facility.

Managed all costs on programs to determine profitability and proper recovery from customer.

Director, Corporate Accounting 2002 - 2004

Ÿ Manage a staff of 17 to close books for all corporate reporting entities and complete total global consolidations used for internal and external SEC reporting. Direct staff to use concepts of Six Sigma to reduce errors in processing journal entries for centralized chargeouts. These changes resulted in a reduction of correcting journal entries by 45%. New processes have allowed for reallocation of 3 resources while remaining staff has reduced overtime during month end close by 90% and completing close 2 days faster.

Prepare monthly reporting packages and provided management with roadmaps to meet projections. Provide advice on all financial matters. Directly controlled an $11 million annual operating budget and managed a $230 million annual operating budget.

Ÿ Develop audit controls and checks into the system that previously lacked controls. This allowed external auditors to increase reliance on internal controls, reduce substantive testing and fieldwork, and eliminate management comments.

Ÿ Implemented Sarbanes Oxley 404 documentation requirements for all corporate processes. Assisted internal audit in testing these controls.

Ÿ Implemented a new departmental system that allows for reporting of actuals, budgets and forecast. Distributed reports to various corporate departments heads monthly on day 6 of close. The new system was an improvement of 6 days and required only 5% of the effort of the previous manual effort. Used new departmental system to create 2004 budget 1 month quicker than in prior years with a reduced effort by 60%.

Ÿ Implemented a new intercompany matching system that allows for automated communication of out of balance situations between locations. New system has allowed for a headcount reduction with a minimal IT investment.

Ÿ Assisted in the development and update of the corporate policies and procedures. Directed staff to develop and publish policies via web.

Ÿ Determines corporate treatment of emerging accounting issues and implement process and systems to properly handle new accounting pronouncements. Developed US GAAP documentation that our global reporting entities need to follow when recording their transaction from their local statutory reporting to US GAAP.

Ÿ Develop a system to collect profitability information by customer and product that allowed for the analysis of data to search for less profitable products or customers and developed action plans to make the products profitable through sales, engineering or purchasing efforts. This resulted in the savings of millions.

Manager, Financial System 2000-2002

Ÿ Manage the implementation of Hyperion at 300 worldwide locations using Citrix environment and accessed via the web. Managed team to develop the system, train and support 700 global users and support all financial reporting. The system increased reported information 600% and reduced closing time by 1 day. The system was delivered on budget and on time.

Ÿ Directed team to develop automated GAAP cash flow reporting in the Hyperion system that reduced the time of reporting of cash flows by 75%. The system now allows cash flow reporting by operating entity versus only on a consolidated basis under previous manual process. Operations now have visibility to cash flow that can be controlled locally and help the Corporation meet cash flow targets.

Ÿ Trained in Six Sigma. Green belt project involved implementing a global profitability by platform and product line reporting. The system took 1 month to develop and rollout to the users. President of the company now uses the information for monthly platform meetings and to develop a strategy on platform portfolio. The effort on collecting this data has been reduced by 10% while increasing the Sigma score from -.9 to 4.1. This information is now engrained in the culture of how we look at our business.

Ÿ Helped develop FAS 133 reporting within Hyperion. Manage staff to complete all data collection and reporting of information in accordance with GAAP.

Ÿ Worked with Master Black Belt on a Six Sigma process to collection global headcount reporting and movements data. The system was created in 2 months and replaced 3 other disconnected systems. The same information is now used by Human Resources and Finance and has reduced previous data collection effort by 65% while increasing the Sigma score from .8 to 4.3.

Federal-Mogul Corporation, Southfield, MI

Manager, Financial Processes & System Analysis 1999-2000

Ÿ Manage the implementation project plan of Hyperion at a newly acquired business. Support an allocation system to determine profitability by product line and Plant. Determine the need and develop a prototype of an OLAP (Essbase) data mart producing EVA and profitability by product line and customer. Support financial staff on financial processes and system analysis. Review existing financial processes and determine more efficient means. Developed a Zero-Defect initiative for financial data. Developed or assisted in creating all financial reporting models and templates for the Powertrain Americas group.

Projects Leader 1998-1999

Ÿ Provided on going support and development of the Hyperion financial consolidation system. Supervise staff of four on various maintenance, projects and tasks associated with the Hyperion and FDC systems. Mentor these individuals and cross trains them on how to do various tasks within Hyperion. Consult with various remote sites and teams from operations in rolling out Hyperion. Train new users on Hyperion. Visit newly acquired business and develops a plan to move them onto the Hyperion system. Consult with Corporate accounting staff in developing and revising system to meet their external and internal reporting needs.

Ÿ Implemented Hyperion at Felpro, Cooper, Moog and Tri-Way to allow these new locations to report financial information to Corporate within 30 days of acquisition. Performed due diligence work on these various acquisitions.

Manager of Financial Programs 1995-1998

Ÿ Developed an Access Database to extract data from sixteen different systems and databases. Integrated the data to create an executive system using Lotus Notes, MS Internet Browser, Access and Oracle. The system created one interface/dashboard for executive management to access critical factors needed to run the business.

System Analyst 1994-1995

Ÿ Assist in developing an Executive Information System and a Decision Support System. The system was a forecasting module that predicts profitability and staffing needs based on regressions and historical information. The capability of the system allowed forecasting by a process and improved the accuracy of submitted forecasts. Spent time learning lean manufacturing and JIT methods in order to model activity in system.

Audit & Computer Audit Consultant 1991-1993

Ernst & Young, Detroit, MI

Audit & Information System Audit Manager 1985-1991

Ÿ Client base consisted mostly of automotive related companies and included several SEC companies.

EDUCATION and PROFESSIONAL DESIGNATIONS

University of Toledo B.B.A. Major in Accounting - 1985

Six Sigma – Certified Green Belt – 2002

Guest Speaker at University of Michigan – Ross School of Business - 2019

Certified Public Accountant; State of Ohio and Michigan

Certified Information System Auditor

Contact this candidate