HERBERT “TRIP” KEMP III CPA, CGMA, MBA

**** ***** *****, **********, **** 43551

Cell-419-***-**** addo0s@r.postjobfree.com

Finance & Accounting Director with extensive financial planning and analysis experience in both manufacturing and service industries. Led and stabilized Global teams to create productivity through process automation, defined control environment & shared services. Evaluation of critical business cases with senior staff to direct organization’s next steps.

Experience

FIRST SOLAR Inc., Perrysburg Ohio 2007 – Present

Director of Global Manufacturing Transition (FSLR Revenue $3.7B) 2018- Present

Global operations leadership team defining business continuity process, Module segment cost control and Series 6 product rollout.

Collaborate with leadership team to implement metrics that hold cost leaders accountable to targets. Defined savings in organization’s spare & indirect material spend and material growth in labor productivity.

Implement business continuity process, project focus, drove functional leaders to track, mitigate critical segment risks and communicate potential impact to senior management. Implemented efficient allocation of resources, targeting organizations highest risk areas.

Director of Global Financial Planning & Analysis (FSLR Revenue $3.0B) 2015 – 2018

Global FP&A leader, providing C-level management guidance in Module, System and Operations & Maintenance business segments. Oversaw financial reviews for organization expansion & development initiatives and P&L, Balance Sheet and Cash Flow statement forecasts. Team supported Manufacturing Operations, Sales, Research & Development and OPEX functions. Enabled restructuring of department’s global reach to provide 24x7 support, continuous forecast model and shared service implementation. Team based in three regions: 7 direct reports and 26 total.

Led global corporate annual operating plan, plan of record (mid-year forecast), in support of bank covenants, board review and analyst day presentations.

Evaluated four expansion cases of manufacturing sites, supported data driven approval by the board.

Restructured global FP&A Team: established consistent global job descriptions and career progressions. Clearly defined promotion and annual merit expectations.

Reduced team budget by $3m, transitioned work to shared service center to support stabilization & global reach. Integrated 10 new associates to increase level of experience breadth.

Team developed and automated segment models in BPC and implemented new reporting tool – saved 2 FTE.

Sr. Manager of Global Financial Planning & Analysis (FSLR Revenue $4.0B) 2013 - 2015

Directed Global Module segment: annual operating plan, long term plan, plan of record, earnings calls, analyst day, and board presentations. Accountable for timely & accurate P&L, Balance sheet and Cash Flow forecasts. Led team of 3 direct reports.

Executed forecast improvement projects that enhanced finance communication within all levels of senior management. Drove improvements that achieved a 50% decrease in forecast accuracy and reduced cycle time.

Stabilized function post “reduction in force” through shared services and corporate staff. Achieved $1m in functional savings

Upgraded BPC planning software versions and initiated automation of corporate planning cycle.

Sr. Manager, Systems Accounting (FSLR Revenue $3.5B) 2012 - 2013

Transformation of System segment’s accounting function, support of organization’s strategic vision ($3.5B in annual revenue FY12 from $1.2B in FY11). Stabilized, developed team by hiring 4 associates and implemented critical internal controls at project sites. Controlled System’s projects through Green Belt project course, ensured tracking to timeline and report outs to senior staff.

Managed hire of consultants from initiaon through execution of site project, to ensure training and implementation of controls in consistent manner across all projects. Focused enabled halt of out of period issues.

Developed, implemented close cycle process improvements/control assessment to reduce close cycle (3-4 days).

Implemented Shared Service Center (SSC) – developed System segment strategy to support OPEX reductions.

Sr. Manager of Financial Planning & Analysis (FSLR Revenue $2.8B) 2010 - 2012

Partnered with Global Supply Chain senior management ($1B annualized spend, all finance (strategic and operational) for vendor negotiations (should cost modeling & vendor financial review), business project analysis (financial modeling of internal growth projects and external vendor initiatives), global variable cost planning/analysis, and historical/forecast scorecard. Developed team to support the Module & System segments, 2 direct reports.

Identified cost reduction areas through consolidated variable cost focus. Approach yielded $1.2M reduction.

Developed business case to provide localization of raw material (Board of Directors approval) required $90M in capital (substrate finance), potential $27M annual savings.

Partnered in vendor negotiations that yielded cost reductions of $0.50 per watt (Interlayer, cover glass, substrate).

Manager of Financial Planning & Analysis (FSLR Revenue $500M [2007] to $2.5B [2010]) 2007 - 2010

Startup finance organization: financial close, planning & reporting – process development and analytical support for Perrysburg facility partners – MIS, R&D, Manufacturing, EHS, & Strategic Materials (6 direct reports (2 hires)).

Perrysburg Plant Operations Finance, March ‘10: General Ledger Supervisor

Site Planning, November ’08, Manager of Perrysburg planning function; implemented reporting (KPI) and development of plan process. Warehouse model to support PBG facility, saves $0.7M per year.

Site Costing, July ’08, Costing Lead; implemented full cost absorption. Reduced close cycle time by 3 days.

AUTOMATIC DATA PROCESSING, INC. [ADP, INC.], Parsippany, New Jersey 2000 - 2007

Director of Financial Planning (Major Accounts Revenue $2.5B) 2006-2007

Major Accounts (MAS) Division Controller, partnered with Service, Sales, Marketing, Human Resources and Finance functions. Developed and led a 4 four Financial Analysts, liaisons between the Regional Controllers, MAS Division and ADP Inc. corporate finance. Ensured integrity of the division’s ($200M, 20% of MAS overall expenses) P&L and Balance Sheet, ensured compliance with corporate policies and Sarbanes Oxley guidelines.

Identified and implemented business improvements that created efficiencies, $2M.

Re-engineered team that enabled increased productivity, realized attrition $250K.

Finance EIT ($0.5B of Small Business Service [SBS] Total Revenue) 2005-2006

Finance professional for SBS’s East Division [9 regions], supported Service and Sales Management in driving growth initiatives and identifying areas of business improvement. Managed two financial analysts in accounting close, forecast and division’s plan. Collaborated with Division Vice President & management team and ensured compliance with corporate policies and Sarbanes Oxley guidelines.

Manager Planning & Analysis (SBS Revenue, $1.5B) 2000-2005

Three-member strategic financial team provided cross-functional support to Marketing, Sales, and Service groups. Accountable for driving strategic financial aspects of SBS's acquisition and partner programs, profitability and ad-hoc analyses. In addition, supported SBS’s strategic & annual plans and Sarbanes Oxley rollout.

Led finance function as controller (2001-2004: $0 - $9M) for SBS’s start-up “Insurance Services” – Key product.

Managed CPA acquisition process from offer price, “Due Diligence” to integration (SBS West Division). Completed deals ranging $10K up to $7M.

Partnered with Bank Team to analyze and finalize the partnership contract with Chase: $5M incremental revenue.

Additional Experiences

BASF, Mt. Olive, New Jersey; Finance Associate (development program) 1999 - 2000

JOHN CRANE INTERNATIONAL, Morton Grove, Illinois (TI Group Plc), (Revenue £1.2B), 1996 - 1999

Sales Admin Supervisor supported NA salesforce (customer & commission issues), supervised three

Market Specialist

Shaped strategic business case for next generation technology, negotiated with target & presented to ELT.

Senior Market Analyst

Designed global market database that focused sales team on plant level market share & customer metrics

CLINTEC NUTRITION COMPANY, Deerfield, Illinois (JV Baxter Health & Nestle) 1993 - 1996

ERNST & YOUNG (EY), Chicago, Illinois; Staff Auditor and Tax Services 1991 - 1993

Education

J.L. KELLOGG GRADUATE SCHOOL OF MANAGEMENT

NORTHWESTERN UNIVERSITY, Evanston, IL

Master of Business Administration, Majors in Finance, Marketing, and Management & Strategy, (GPA 3.7/4.0), Dean’s List

INDIANA UNIVERSITY, Bloomington, IN

Bachelor of Science, Degree in Accounting (GPA 3.5/4.0), Dean’s List

Volunteer Work

Perrysburg Schools Performance Audit Team (PAT), Local School Funding Sub Committee Jan 2020 – Present

Lott Industry Dinner/Auction Committee Aug 2019 – Present

Grace United Methodist Church Council member Jan 2015 – Jan 2018

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