Daniel M. Eichhorn, MBA

adzhlg@r.postjobfree.com **6-362-6897S

Finance Manager / Controller

Driven leader with 20+ years of experience guiding corporate finance teams in aligning financial performance with business objectives. Proven ability to define strategic vision for financial operations and implement financial controls that support revenue growth. Extensive audit background and commitment to maintaining company compliance with changing regulations and legislation, including guiding teams through SOX program rollout. Effective communicator skilled at nurturing relationships with key decision-makers up through C-suite and providing quality financial data and analytics to support decision-making. Team coach with demonstrated history of introducing process improvements that enhance and sustain performance.

AREAS OF EXPERTISE

Financial Management Variance Analysis Strategic Planning & Leadership Analysis & Reporting Internal Controls

Cash Forecasting Month- & Year-End Close Procedures Financial Performance Insights Banking Relationships AP/AR

Capital Requisition Analysis Six Sigma/Lean Principles Process Reengineering, Improvements, & Optimization Costing

Budgeting Inventory Analysis Regulatory Compliance (including SOX) Team Coaching & Training Audit Oversight KPI’s

Technology: MS Office Suite QuickBooks Oracle Baan Hyperion QAD E2 PLEX SAP Deltek Costpoint

PROFESSIONAL EXPERIENCE

SAPA Transmission, Shelby Township, MI 3/2022 – Present

Accounting Manager

●Lead the implemented the Deltek Costpoint ERP system. Transferred from using Excel files and CPA generated quarterly financial statements to currently running live with the Deltek ERP system.

●Currently producing financial statements with 5 business days of month end close.

●Written 18 Financial policies from Timekeeping to Project Set Up to Capitalization to Travel and Credit Card usage.

●Moved from Credit Card supplier payment to establishing credit with suppliers and paying on 30-to-45-day terms with two payment runs per month on the 10th and 25th of every month.

●Worked with staff with the Production Line components and materials for production of the final salable product are purchased sales tax exempt and then placed the tax exemption form on a common drive for ease and cost savings.

EDSCHA, Auburn Hills, MI 2018 – 3/2022

Controller – North America (Company declined from $135M in Sales to $42M)

Directed financial operations for two separate companies (production/sales and engineering). Led month-end close and reported to corporate office teams within the EU on trends and forecasts. Conducted variance analysis to monitor changes to plan and address challenges. Developed departmental budgets and oversaw costing for existing programs, as well as created financial models and plans for current production and potential prospects. Managed Accounting and IT staff.

●Reduced operating expenses by 4.2% (saving more than $200K annually) through design and rollout of Check Book system and ongoing collaboration with business unit leaders to monitor and reduce spending.

●Restructured weekly reporting package to enhance value in decision-making and improve data analysis by emphasizing financial performance metrics, sales results, inventory levels, and forecasting trends.

●Updated and maintained Overhead / Burden rates to ensure accurate cost allocation and future job quoting.

●Developed relationships with executive leaders in EU and communicated weekly on financial status and performance of NA sites, including identifying potential areas of improvement.

●Spearheaded external tax and financial audits, yielding zero exceptions in 2019 and 2020 financial audit.

●Weekly meeting with Sales division on negotiating and collecting outstanding debt from customers and the documentation that the customers were requesting for EDSCHA to receive payments and avoid future delays.

●Navigated COVID-19 pandemic by guiding financial teams through shutdowns while ensuring confidentiality of data and compliance with all regulations.

●Presented weekly, monthly, quarterly and YTD Financial results with complete and thorough explanations of variances that identified risk and opportunities and plans to minimize risk.

●Compared current performance to quoted rates job by job to show area of improvement and increase efficiencies.

●Designed a Flexible monthly report created to compare monthly results based on the percentage of actual sales versus the budgeted sales and then compare that percentage to all other expenses.

BEAVER AEROSPACE AND DEFENSE, INC., Livonia, MI 2015 – 2018

Finance Manager (Company was sold)

Oversaw budgeting, forecasting, financial analysis, due diligence, and month-end close activities for $310M provider of custom systems and components to clients in the commercial/military aerospace and defense sectors. Responsible for Government, Commercial customers and outside accounting firms’ financial audits. Generated P&L statements, financial analyses, and cash forecasting reports to support data-driven decision-making. Managed AP, AR, Treasury, HR, fixed assets, and insurance claims. Maintained a $12.5M LOC.

●Developed new financial systems that yielded nearly $300K in annual cost savings and reduced spending by 7.3%.

●Presented to Board of Directors on financial performance and prepared analytical reviews to illustrate trends, identifying potential areas of improvement or growth.

●Refined the percentage complete revenue recognition process including labor and materials allocations to provide more accurate revenue recognition and additional data for future program forecasting.

●Collaborated with Operations Managers on reviewing expenses, analyzing overtime costs, and identifying potential cost reductions and process improvements that would increase operational efficiency across the company.

CHASSIX, Southfield, MI 2013 – 2015

Regional Controller (Company filed Chapter 11 – Staff Reduction)

Led financial analysis, operations, balance sheet, income statement, and internal controls for five machining plants across my region with $1.2B in annual Sales. Managed annual audits, including preparing related documentation. Created forecasting models aligned with nuances and parameters of each program to improve accuracy and value of the reporting.

●Worked with Plant Controllers to identify new ways to improve efficiency, accuracy and ways to identify variances.

●Nurtured relationships with Plant Controllers, assessing financial performance and providing coaching on month-end close, forecasting, analysis, and reporting to improve overall financial health for each location.

●Identified more than $250K in cost savings through staff reduction while maintaining/improving level of efficiency.

●Developed format to report on financial performance for each plant while also generating regional set of financial statements, enabling teams to identify areas of strength and growth.

FAURECIA AUTOMOTIVE SEATING, Troy, MI 2010 – 2013

Business Unit Controller (Resigned for career promotion)

Managed commercial financial operations for five production customers with total annual revenue of more than $506M. Analyzed financial performance to ensure alignment with organizational goals and maintain stability of budgeted income by customer. Defined cost controls and pricing strategies based on plant and program capabilities, as well as monitored progress and made adjustments as needed. Acted as primary liaison on commercial customer account activities from negotiating agreements through amending contracts. Verified accuracy of pricing on metal market indexes on a monthly basis.

●Guided facilities in identifying and implementing process improvements and developing corrective action plans to address issues as core member of executive task force.

●Cultivated a culture of innovation for financial teams across all three plants to address non-routine month-end accounting for foreign exchange, commercial issues, raw materials, and other unique challenges.

WALL COLMONOY CORPORATION, Madison Heights, MI 2009

Corporate Controller (Contract Position)

Guided financial operations .generated various financial reports, including costing, inventory analysis, contract reviews, break-even analysis, and sales forecasts. Contributed to strategic planning.

●Saved greater than $115K annually by introducing new policies and procedures across accounting and administrative teams, which enhanced tracking of receivables, reduced aged receivables, and payables to current.

●Implemented policies and procedures from SOX to aid in improving efficiencies, productivity, and accuracy.

●Administered fixed asset inventory and physical tagged inventory to keep Balance Sheet accurate in Inventory.

●Performed Bill of Material audits with line side observations and system monitoring of inventory consumption.

NOBLE METAL PROCESSING, Warren, MI 2009

Plant Controller (Company filed Chapter 7)

Developed systems to manage operational expenses and led financial operations for $212M facility. Managed costing, capital expenditures, fixed asset reconciliation, and physical inventory controls. Generated forecasts to support operations.

●Reduced or eliminated surplus in inventory by enhancing analysis processes and improving assessment of costs.

●Launched new system of internal controls that integrated preventative and detective controls.

LEAR CORPORATION, Southfield, MI 2002 – 2008

Plant Controller (Company wanted to transfer me to St. Louis)

Drove fiscal strategy and financial operations for $600M plant within Tier 1 automotive supplier, including supervising and coaching team of 13. Reviewed and analyzed cost and internal controls, introducing new best-in-class controls through effective leadership. Managed month-end close in multiple currencies. Generated forecasts and developed annual budgets based on organizational objectives and capacity.

●Served on SOX Design and Worldwide Implementation Team across all divisions for company in North America.

●Promoted to Plant Controller from Senior Auditor responsible for SOX strategy and audits to bring company into compliance with new regulations.

●Spearheaded initiative to rectify nearly 80 Sarbanes-Oxley (SOX) audit exceptions in less than three months, which was instrumental in preventing corporate disclosure of material weakness and enabled improvement of controls.

●Identified techniques for cutting costs across each department by 15%, which resulted in companywide savings of more than $430K.

EDUCATION

Master of Business Administration, Finance

Wayne State University Detroit, MI

Bachelor of Science, Business Administration

Central Michigan University Mt. Pleasant, MI

Six Sigma Green Belt Certification

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