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Director of Finance

Location:
Newton Centre, MA
Posted:
October 20, 2020

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Resume:

ERAN PERRY

Newton, Massachusetts, ***** 617-***-**** adg5r3@r.postjobfree.com LinkedIn: Eran Perry, MBA

SUMMARY

A forward-thinking and analytical finance executive with demonstrated expertise in profit and loss (P&L), financial planning and analysis, balance sheet, budget and forecast, supply chain and production finance, month-end close, accounting, SOX (Sarbanes-Oxley), external and internal audits, and reporting functions. Additional skills in revenue & profitability management, inventory control, improvement and implementation of cross-organization procedures, and ROI analyses.

With a strong manufacturing and process improvements background, experienced with semiconductors, medical devices, electronic industries, and software projects.

A strategic partner with a strong sense of work ethics and integrity, who responds to changing business conditions and secures new opportunities to ensure a company’s prosperous future.

EXPERIENCE

JABIL INC., Greater Boston, Massachusetts

Controller (Director Level), Kasalis site 01/2020- Present

End to end P&L and Balance Sheet Management. Along with accounting, month-end close activities, account receivable & account payable activities, general ledger, headcount tracking, intercompany accounting and finance team's work approvals. Corporate policies, SEC (Securities and Exchange Commission) reporting, and making sure SOX (Sarbanes-Oxley) controls US GAAP are followed. Improved the company’s accounting and reporting processes, shortened closing period by 20% due to establishment of routines and automated reports

Outstanding profitability with a favorable margin of $1,406,233 above planned budget due to: tight control over the company’s P&L, the company’s projects gross margin, purchasing and SG&A cost savings, push-outs/ pull-ins, deal management, reporting accuracy, process improvements etc.

Corporate reporting – successfully managed the gap between the site and Corporate by making sure Kasalis’s financial reporting was accurate and in line with the required reporting rules of GAAP, SEC, and Wall St.

Significant reduction in customers' receivable outstanding debt, and for Jabil’s site (Kasalis) by 98% ($1,037,445) in less than six months period, maintaining almost zero debt.

Establishment of monthly P&L presentation and detailed variance analysis for the site’s management, including live dashboard/ supply chain KPI, project, and financial accomplishments for the reporting period. Control over the company projects' profitability and visibility

Business and strategic partner to site's management and guidance for making crucial business decisions. Furthermore, maintained weekly indicators status for the P&L to allow financial actions (like E&O write off, machine shipments etc.) and before the books are being closed

Inventory and manufacturing finance control – optimization of the inventory level by monthly review of the excess and obsolete (E&O) inventory, executing significant amount of write off according to the financial rules, cost accounting control, projects configuration setup, cycle counts management, WIP analysis.

Successful Forecast process management - responsibility for the site’s internal process and synchronization among project management, business development, sales, and management. Communication of the forecast to top management and corporate, detailed consolidation of the various projects’ ETC; gross margin analysis, planned R&D activities, revenue forecast, backlog, potential deals, trend and abnormal analysis, scenarios simulation, and breakdown by profit and cost centers.

Fixed assets management - creation, monthly depreciation, and amortization, while keeping accurate reporting

CANDELA MEDICAL, Greater Boston, Massachusetts

Senior Finance Manager, Global Operations 01/2019-01/2020

Management of the company’s cost of goods sold worldwide, including annual budget and forecast. Preparation of the monthly package to the COO and CFO, inventory reconciliations, reserve, royalties, cycle counts, physical inventory, processes improvements, and saving significant cost with old machines rework

Successful submission of extensive audit; more than two months long by EY. Accountability over critical business areas: procedures, costing, shipments, purchasing, production processes, AP, COGS, Overhead capitalization process.

BI dashboard and ERP reporting tools creation that simplify the financial reporting capabilities and significantly shortened the financial package preparation for the Board of Directors (BOD)

Business partner to the COO staff, allowing them to make decisions regarding essential operation topics: costing, average selling price (ASP), FP&A operations processes, and inventory (e.g. inventory optimization process that led to a significant reduction of the inventory excess/shortage, write off execution, setting the STD cost for mass production and for new and strategic products

Team management – leadership to a significant reduction in the company’s standard cost, creation of cost accounting routines, and production process improvements

MELLANOX TECHNOLOGIES

Senior Controller, Operations 10/2014-10/2018

Successful Gross Margin management; Enhanced its revenue by 66% to over $1B by managing its global silicon portfolio (one of two portfolios), predicted and managed silicon products' gross margin, including forecasting, actual analysis, profitability analysis (per product, technology, and customers), cost reduction plans, and revenue management

Full control over the company’s COGS, accomplished cost reduction during the business growth by ad-hoc projects that include intensive procurement negotiations with the various CMs (volume-based). Besides, responsibility for purchasing, Capex, NPI (new product introduction) budget, warranty, etc. Approving all operation purchases and analysis for the production jobs variances (cost, yields, production material etc.)

Cost Accounting – cost savings of 64% for the operation’s indirect budget (core piece of the standard cost), which directly led to cost reduction in the company's products and significantly improved the company’s profitability

A member of the company post-merger integration (PMI) team. For the mergers & acquisitions (M&A) part; leadership areas like costing, FP&A, production processes, and inventory

Inventory control - Control over the company’s inventory, creation of clear, simple, and "live" dashboards, used by management and planning team. The report also included all the inventory levels of granularity, presented shortages/excess, inventory turns, week over week changes, aging inventory, potential E&O, and ROI Analyses to save inventory from write off.

Part of the company PMI (post-merger integration) team, led the aspects related to gross margin, overhead/indirect budgets, inventory, financial methodologies, alignments, etc.

SOX control and audit – quarterly submission of audits for external auditors (EY & PwC) and cross-organization procedures as costing, overhead capitalization, and production process.

Improvement & implementation of cross-organization procedures mainly in Oracle BI and for: the company’s indirect budget, production job variance analysis, budget dashboards etc.

Management of the company’s worldwide operation EOQ activities and successfully met its global closing schedule for NASDAQ report publication

AGT INTERNATIONAL, Israel

Senior Finance Manager, Engineering Division 10/2010-10/2014

Promotion to the division Finance manager for the engineering division (after one year and from Sr. FP&A analyst position)

Management of yearly divisional budget of $611M (mainly for software projects) and financial responsibility for 262 engineers (the most valuable and costly resource for the company). Creation for many dashboards;, cost tracking; hourly engineering rate by the department; headcount allocation to projects; actual vs. planned variance and reflection with the project progress (MS-Project Gantt) status.

Creating key performance indicators for software and SaaS projects

Monthly financial reporting package to Engineering Division Management– division's projects progress, company's R&D budgets, Headcount tracking, hourly rate calculation, Engineering resource allocations to the company projects, procurement approval, revenue recognition, engineering change requests (ECR) approval etc.

Team management – Control over the first company hourly rate by department, a rate that had been used for price proposals and standard cost for project ETC, and accountability for the R&D workstreams for both new product development and sustaining engineering

ADDITIONAL EXPERIENCE

ELBIT SYSTEMS, Haifa, Israel, Project Budget Analyst, 2008-2010. Prepared and maintained quarterly P&L reports and key performance indicators (KPI) measurements. Provided financial forecasts, actual vs. plan analysis, Standard cost, and cash-flow according to project timelines and progress

EDUCATION

HAIFA UNIVERSITY, Haifa, Israel

M.B.A., International Executive Program, Faculty of Management, 2015

B.A., Economics, Business Management, 2010

COMPUTER SKILLS

MS Office Suite, SAP (ECC), Oracle FICO, TM1, Coupa, Oracle, BI, Cognos Controller (IBM), BI: QlickView, Oracle BI, Microsoft BI, BizDoc, Business Object, CPM, Coda, Baan, Priority, Eviews, Power Pivot, Power Query, SQL, Macros, Excel4apps, Nakisa, Jaws, CPT

LANGUAGES

English and Hebrew



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