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Sales Representative Financial

St. Louis, MO
February 18, 2020

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Daniel G. Thieman

Cell: 314-***-****

St. Louis, MO 63114


Proven financial executive with an MBA in Corporate Finance and extensive experience in manufacturing and system implementation. Combines a successful blend of maintaining “strategic focus” while incorporating a “hands on” approach in leading organizations, Finance/and IT professionals. Effective problem solver and team player who aligns departmental objectives with organizational goals. Skills include:

Cost Accounting

Financial Accounting



Business Unit Analysis

Working Capital Mgmt

SOX Compliance


Credit Management

Professional Experience

Graphic World Pre-publisher of medical, scientific and professional textbooks and journals

Controller (2016 – 2018)

Moved company to profitability from multi-year unprofitable performance.

Successfully implemented new business system (Salesforce/Accounting Seed) replacing MAPICS 15 year old platform.

Developed a series of management and profitability reports where none existed previously to aid strategic planning and decision making.

Negotiated new banking relationship which allowed for vastly improved loan availability and reduced borrowing costs.

Recruited new audit firm which reduced fees 30%.

Proficiently performed traditional Controller/CFO functions.

Nortek Global HVAC (Nasdaq NTK)

Interim Corporate Controller- Contract Basis (2015 – 2015)

Performed various traditional functions including, but not limited to, Treasury, Forecasting, Month End Close and Analysis, Margin Analysis and Variance Analysis within a SOX environment.

Toyota Boshoku America (Robert Half Management Resources)

Interim Controller – Contract Basis (2014 – 2014)

Prepared annual budget. Led physical inventory, Month End Close and Results’ Analysis, Reviewed Bills of Materials and Routers in addition to full range of Controller duties.

Buse Industries. Manufacturer and Assembler of Wire Harness and Electrical Components

Controller – Contract Basis (2014 – 2014)

Brought in during a “turnaround” situation to “clean up” and improve the financial operations of the Company.

Re-energized Accounting staff which included hiring a Senior Accountant due to a voluntary separation.

Improved Financial Close Process from about a month to a week.

Contracted with a Third Party Logistics firm to reduce Freight Costs 30%, Renegotiated approximately 400 old Tool Leases saving the Company $75,000 annually, initiated an IT infrastructure assessment and evaluated outside IT Services reducing IT costs by 27%.

Toyota Boshoku America (Robert Half Management Resources), Manufacturer of injected molded door panels and seats for the Highlander and Sequoia models.

Interim Controller – Contract Basis (2013 – 2013)

Handled full range of Controller including Financial Reporting, AP, AR, Payroll, Audit, Variance Analysis.

Pretium Packaging, a manufacturer of injection and blow molded bottles and containers.

Controller (2008 – 2013)

Led Finance Teams at various North American facilities, Budgeting, Forecasting, AR, AP, maintained Standard Cost System, developed labor and burden rates and variance analysis.

Due diligence on Fixed Asset Software purchase (FAS).

Managed asset revaluation due to acquisition.

Trained new Controllers.

Led migration of acquired plants from BAAN to Oracle.

General Cable (NYSE BGC), a manufacturer of electric utility and industrial power transmission cables

Finance Manager (Controller) DuQuoin, IL Facility (2006 – 2008)

Managed DuQuoin, IL facility finance organization for $220 million cost center structured business. Added departmental depth and talent by integrating two new finance team members and staff now includes three Masters level associates.

Championed Sarbanes-Oxley (SOX) compliance and control procedures by eliminating five material weaknesses through tightened controls and updating/and maintaining Process Narratives on a quarterly basis.

Established material usage team to determine root cause of material over usage by instituting product breakdowns identifying actual product material costs versus specifications. Result was producing products in line with specifications and $350 thousand dollar compound savings.

Implemented fiscal month-end full WIP physical inventory where only partial inventories had been the practice. This eliminated inventory variance “noise” and allowed for material usage analysis.

Managed three year fixed asset cycle count program to reconcile fixed asset perpetual records to those actually on hand.

Pretium Packaging, a manufacturer of injection and blow molded bottles and containers.

Controller (Contract Basis) (2005 – 2006)

Performed a variety of functions including budget and financial corporate consolidations, Interim Canadian Controller and led the implementation of integrated shop floor reporting and inventory flow Oracle module.

Arnold Defense and Electronics, a manufacturer of weapon systems and electronics

Chief Financial Officer (2003 – 2005)

Effectively led organization from a business unit of a large diversified manufacturing concern to operating as an independent entity leading to its successful sale to a private equity group. Managed all financial affairs of the company while assisting in the shutdown and asset liquidation of an affiliated business.

Developed relationships with regional lending institutions lowering borrowing costs to improve cash flow and profitability.

Invented a comprehensive budgeting and forecasting model that incorporated multi-product scenario analysis into plant capacity utilization of a three-year time horizon.

Developed new internal and external financial reporting instruments

Stout Industries, a point of purchase and imaging systems manufacturer and marketer

Chief Financial Officer (2001 – 2002)

Successfully managed all internal and external financial activities. Duties included internal and external financial reporting, annual audit, A/P, A/R, Payroll, Cost, Inventory, Credit Management, Treasury, Bank and Insurance relationships.

Developed manufacturing departmental burden rates based on Activity Based Costing approach. This enabled the company to price products profitably and employ market versus margin pricing.

Segmented Selling, General and Administrative costs by product line. This facilitated business unit planning and analysis which allowed for strategic focus.

Implemented a systematic current customer review process that led to early identification of emerging credit risks and reduced bad debt exposure by one-third.

Reduced month-end financial closing cycle from eight days to four (50% reduction).

GMP Metal Products, a multi-plant metal stamping manufacturer

Division Controller (2000 -2001)

Directed Finance and IT staff during “turnaround” situation while re-implementing integrated ERP/Financial Software. Responsibilities included management of all day-to-day finance and IT functions, operating and capital budgets, financial reporting and annual audit.

Led multi-plant re-implementation team. Identified conflicting processes and replaced them with coordinated procedures that enhanced system utilization.

Successfully led company from average actual cost system to standard cost inventory valuation and pricing in less than one year.

Implemented product estimating system using ERP module that allowed for items to automatically tracked from the quote stage through production for profitability analysis.

Barry Wehmiller – St. Louis Operations, a major machinery manufacturer

Division Controller (1996 – 2000)

Managed divisional finance team in addition to implementation, policies and procedures for an integrated ERP/Financial software package.

Created accurate and comprehensive forecasting/budgeting model that was effectively used for capacity utilization analysis and business unit strategic planning.

Championed comprehensive review of divisional charges/allocations that led to an annual reduction of the St. Louis division’s corporate and selling allocations of $1.8 million.

Shure Manufacturing, a metal fabrication company

Manager, Cost Accounting (1994 – 1996)

Cost Accountant (1992 – 1994)

Provided a multitude of financial and product cost analysis that enabled the company to reduce inventory (20%), increase throughput, revenue ($750,000), and margin ($250,000 over five years.

McDonnell Douglas, (1981 – 1985)

Manufacturing Analyst, F-18 fighter foreign programs, long range facility and manpower forecasting, special programs.

Metropolitan Financial Services, (1986 – 1991)

Sales Representative, Business and personal financial planning

Mutual of Omaha (1985 -1986)

Sales Representative, Group and individual health insurance sales.


Masters of Business Administration, Corporate Finance. Southern Illinois University at Edwardsville (1990 – 1992)

Bachelor of Science Business Administration, Dual Major – Finance and Marketing. Southern Illinois University at Edwardsville (1977 – 1981)


SAP, Oracle, MAPICS, BAAN, TCM-EMS, HFA, Salesforce, Accounting Seed, Hyperion, FAS, BNA, MAS 500, Microsoft Office Suite

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