Carlos G. Zermeno
Public accountant with solid personal goals. Brings more than 20 years strong finance expertise in automotive and electric products for world class manufacturing companies as well as corporate office experience ~ Skilled in defining and implementing financial structure ~ Knowledge of designing internal control procedures and ERP systems (Oracle, SAP, Hyperion, ManMan, MAPIX), payroll (ADP, TRESS), and balance Sheet reconciliation (ASSURENET). Several of the preceding were implementations~ Annual success in achieving committed financial budget goals by implementing and enforcing a financial culture through training courses and monthly evaluation ~ Expertise of Mexico/United States GAAPs, import/export self-corrective processes, achieving unqualified external audit opinion in consistent basis, fixed assets, and physical inventory.
Jeld Wen Co. (Doors Manufacturing- $40M Startup) 2019 - 2020
Plant Controller - Atlanta, GA
Costing bill of materials and overhead rates development & implementation.
General Ledger (SAP), implementation.
Budgeting and short-term financial reporting leading the plant senior staff and manufacturing leaders’ participation.
Capital expenditure management project $30M investment.
Reduced inventory & scrap reporting variances along with overhead expending by Implementing and reinforcing internal controls.
Identified cost reduction opportunities by implementing daily labor efficiencies & productivity reporting.
Weekly KPI reporting and P&L forecast.
IAC Automotive Components Kentucky (Automotive - $60M) 2015 – 2018
Finance Manager - Madisonville, KY
Month end closing and corporate reporting including operating income variances walk, short-term forecasting, annual budget and strategic plan as well as Product Profitability Analysis development/follow-up, US GAAP accounting, accounts payable/receivable, payroll, costing, continuous improvement, capital expenditures and treasury. Oversaw four direct reports.
Reinforced profitability analysis to measure actual month/year-to-date profit by program center.
Solid costing structure reinforcement by auditing and updating bill of materials and Std. operations.
Monthly std. material cost review and cost roll up.
Month end closing process improvement. Allowing additional time for thorough analysis, improving corporate senior staff confidence in financials.
Implemented new staff/operations participative short-term planning, budgeting, and strategic planning process result in strong financial planning and commitment
Directed new financial analysis programs during pre-operations and closing phases. Financial leader for new programs, start of production gateways, and project’s end of production processes.
Daily/Weekly/Monthly performance tracking thru KPI’s definition and implementation
Grupo Antolin Kentucky (Automotive - $200M) 2014 – 2015
Finance Manager Hopkinsville, KY
Month end closing and corporate reporting including EBIT variances walk, short term forecasting, annual budget and strategic plan development and/follow-up, Product Profitability analysis US GAAP accounting, accounts payable/receivable, payroll, costing capital expenditures and treasury. Oversaw four direct reports.
Conducted profitability analysis to measure actual month/year-to-date profit by program center and comparison vs. budget. Monthly financial & manufacturing indicators analysis (scrap, sales/MOD, efficiency, inventory turns. etc.).
Corporate internal audit open items cleanup.
Material costing reinforced by formalized material variance analysis & cost roll up.
Improved month end closing process from 5 to 4 days allowing additional time for thorough analysis to improve corporate senior staff confidence.
New participative budget and strategic planning process implementation with active participation from different production and administrative staff members. The preceding helped achieve both EBIT and operational goals.
Cash flow strengthened by implementing accounts receivable posting and clean up.
Oversaw accounts payable accruals and audited project implementation.
Participated in new financial analysis programs during pre-operations and closing phases.
Henniges Automotive Group (Mexico, transferred to US) 2002 – 2014
Controller – Guadalajara plant - $56M (2013-2014)
Month end closing and preparing an intensive corporate reporting package including EBITDA variances vs prior year budget, and previous forecast walks. These included detailed explanations for month, year-to-date and rest of the year categories, short term forecasting, annual budget, and strategic plan development/follow up through program profitability analysis. Mexican and US GAAP accounting, accounts payable/receivable, payroll, costing, continuous improvement, capital expenditures. Mexican taxes and Import/Export supervision. Oversaw six direct reports.
Accounts receivable over -90 s reduction by $500k improving cash flow.
Financial risk avoidance by redefining and reinforcing balance sheet reconciliation process. Clean up identifying $140k in potential risk.
New capital expenditure financial control for General Motor s SUV $4M program implementation.
Cost and labor risk avoidance by implementing a new payroll and attendance system (900 employees).
Controller – Oklahoma plant -$38M (2006-2013)
Financial turnaround from negative EBITDA to 16% profit by production process improvement and expense controls/financial planning implementation.
Costing accuracy reinforced by improving engineering change & system’s std. cost updating procedures, avoiding previous years physical inventory deficits of over $100k.
Balance sheet reconciliation system implementation (Assure Net), as well as, accounts payable outsource transition process. This reinforced the financial risk avoidance and improved cash flow.
Labor and overhead actual/forecast accuracy improvement by implementing and leading senior staff weekly review meetings.
EBITDA and Cash flow improvements for 6 consecutive years.
Controller - Gomez Palacio - $28M (2002-2006)
Financial performance improvement by new reporting process standardization.
Legal risk avoidance by import/export self-correction and new payroll system implementation (300 employees) which minimized both labor and potential import/export risks.
New legal entity import/export maquila program with government license approval.
Financial culture implementation and leadership by being finance training for non-finance positions (senior staff and manufacturing leaders).
General Electric – Controller (Mexico)
CEMEX Headquarters - FP&A (Mexico)
Carplastic (Ford Mo.) - FP&A (Mexico)
Arthur Anderson Audit Firm (Mexico)
BS ~ Public Accounting: ITESM Campus Monterrey ~ 1985 (Mex)
MBA: ITESM Campus Monterrey ~ 1998 (Mex)
(Both Degrees properly certified in USA by WESS)