Tillman Rushing, CMA, CIA, CISA, CCSA

601-***-**** •adjjcd@r.postjobfree.com • www.linkedin.com/in/tillmanrushing

Accounting and Finance leader who strengthens operational performance to deliver stellar results. Agile and collaborative strategic leader who positions organizations for long-term sustainable growth. Leverages strong business, finance and accounting acumen to reinforce discipline in managing business performance, enhancing internal controls and protecting company assets. Skilled in adjusting financial levers in response to varying business cycles, global market conditions and operational challenges.

Business, Finance and Accounting Expertise

Global P&L and Financial Reporting

Mergers and Acquisitions Integration

US GAAP, SOX 404, ASC 806 & 842

Financial Modeling and Profitability Planning

C-suite, Audit Committee and Board Presentations

Commercial and Investment Banking Relationships

Insurance, Risk, Cash and Liquidity Management

Talent Selection, Development and Retention

A Career Introducing Best Practices and Enhancing Operational Performance

CONTEMPORARY STAFFING SOLUTIONS 2019 – 2020

MANAGING CONSULTANT, Altoona and King of Prussia PA

Served as consultant to Pyramid Healthcare Inc., a middle-market private equity backed healthcare provider.

Integrated financial reporting processes and controls for new shared services operations.

Created financial consolidation and reporting decks for internal and external audiences.

Reduced ME Close by 5 days Standardized (auditable) monthly reconciliations Created ME Close binders

Coordinated and led post go-live remediation efforts for newly implemented ERP system (NetSuite)

TRUFOOD MANUFACTURING 2016 – 2018

CHIEF FINANCIAL OFFICER, Pittsburgh, PA

Led all financial, accounting, treasury and information technology activities, and executed strategic initiatives to support growth organically and through acquisition for company with large multinational customers. Executed oversight of capital investments and restructure projects.

Refinanced $40M debt and added $6M in new liquidity in first 180 days in role. Reduced interest expense and negotiated favorable bank covenants to support company growth plans. Managed credit facility, borrowing base and 13-week cash flow forecast.

Structured and financed $60M to support expansion of three new manufacturing plants.

Led SIOP processes with senior management. Implemented rolling P&L forecast to drive effective monitoring of business performance. Improved sales forecast accuracy by >15% to 97%, reduced OT labor 80%, reduced purchasing spend 9% and inventory carrying cost $280K+; improved gross margins by three points.

Established key internal controls over financial reporting across company. Streamlined workflows to improve reporting, reduced month-end close to four days, and strengthened quality and reliability of financial reporting. Reduced annual audit fees by 10% in year one.

Established bid process among insurance brokers and reduced insurance premiums by $100K annually.

NORTEK GLOBAL HVAC (Formerly Reznor HVAC, a division of ABB) 2014 – 2016

CONTROLLER

Provided financial leadership with full P&L oversight for North America commercial and residential HVAC manufacturing operations with 11 plants in Belgium, France, Mexico, the US and the UK, generating >$160M in revenue. Managed financial, accounting and IT activities, including annual budgets.

Division financial lead for divesture of HVAC division from ABB to Nortek, $260MM

Exceeded 2014 revenue budget 13% and gross margins 8% by introducing three new high-margin and revenue-generating products and securing key customer- Walmart. Built out product replacement services; the only company location with a parts store program.

Exceeded net working capital targets 11% and decreased inventory on hand (DOH) 29% by aligning purchases with production and updating Material Requirements Planning (MRP) data.

Spearheaded division SAP ERP implementation (from Infor LX/KBM) on time and on budget.

Adopted and implemented internal controls assessment to support annual SOX 404 compliance.

THOMAS AND BETTS- ABB CORPORATION 2006 – 2014

BUSINESS UNIT CONTROLLER (An ABB company DBA- Jennings Technology)

Promoted to new role overseeing all financial operations. Held full P&L accountability for recently acquired underperforming low-voltage power distribution business unit. Provided leadership to functional areas, including accounts payable and receivable, supply-chain, HR/payroll, and IT.

Developed and executed turnaround strategy. Rationalized core product line, redesigned price support system, and updated commission structure for sales representatives to support high-margin products.

Positioned BU to meet corporate month-end general ledger closing and fulfilled requirements for capital asset purchases, transfers, and disposals within 90 days in role. Implemented corporate close process and cut 10 days from close cycle.

Orchestrated implementation of ERP system- replacing legacy BaaN with KBM and Oracle. Created dashboards with key financial and operational metrics to faciliatate business performance reviews.

GLOBAL SOX DIRECTOR 2008-2011

Promoted to new role to build global SOX compliance project management office (PMO) and oversee SOX audits across North America (US and Canada), Europe and Asia with ~102 manufacturing sites. Advisor on SOX 404 and 302 compliance requirements, and liaison to executives, audit committee and external auditors.

Established the global organization, implementing standardized best practices in audit approach, field work and reporting, introducing a set of corporate assessment procedures that could be executed in all sites, and significantly decreasing deficiencies reported across the globe.

Developed annual SOX strategy and budget for submission to CFO and audit committee, ensuring appropriate allocation and use of resources.

Decreased controls and testing 50% by streamlining internal controls for SOX compliance, and decreased external consulting fees by >$300K by insourcing SOX test work.

Secured buy-in from key executives and external auditor (KPMG) for integrated SOX 404 audit work to reduce audit overlap and lower internal and external compliance costs.

INTERNAL AUDIT MANAGER 2006-2008

Led financial, operational, compliance, fraud, and IT audit engagements

Developed audit programs, risk assessment models, and audit policies for new department

Fostered communication across divisions to understand business risks and formulate annual audit plan

Education and Professional Qualifications

MBA, Jackson State University, Jackson, MS

BBA, Finance, Jackson State University, Jackson, MS

Systems: SAP, Oracle, NetSuite, MS Dynamics, JD Edwards, Infor LX, KBM, MAPICS, Syteline, and BAAN

BI Analysis & Reporting: Adaptive, Hyperion Essbase, SharePoint, SiSense, SmartSheet, Tableau, & Cognos

FACILITATING BUSINESS SUCCESS THROUGH FINANCE LEADERSHIP AND EXECUTION OF STRATEGIC INITIATIVES

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