Finance & Operations Leader with Global Impact
Resume:
Daniel N. Soulliere Resume Page * of *
DANIEL N. SOULLIERE
Canton, MI 48187
www.linkedin.com/in/dansoulliere
248-***-**** ***.**********@*****.***
A Financial Operations leader with keen business acumen skilled in financial analysis and process optimization. Develops and executes solutions for a diverse set of projects and complex challenges. Collaborates across various functional disciplines to ensure goals are met. A forward thinker and strategic partner with a background of successfully executing projects on five continents to capture global synergies while embracing and recognizing the ideas and efforts of team members from multiple cultures.
PROFESSIONAL EXPERIENCE
AKEBONO, Farmington Hills, MI 2016-2025
A global braking systems developer and manufacturer serving primarily the automotive original equipment and aftermarket industries. Director, Finance, Akebono Brake Corporation 2016-2025 Responsible for all U.S. finance and legal liaison functions for an automotive brake system supplier headquartered in Tokyo, Japan. Local business unit revenues of ~$250M in 2025, supported by a finance team of 10.
• Process Standardization:
o Homogenized the financial analyses and reporting processes levels across four manufacturing locations to best practice levels, facilitating enhanced capitalization of opportunities and mitigation of risk for a $1.2B business unit. o Authored an operation metrics manual encompassing ~30 manufacturing KPIs to facilitate internal benchmarking and increased financial acumen across all functions in the Company. o Responsible for all financial and controlling aspects of the business quoting and capital expenditure processes.
• Business Improvement and Restructuring:
o Led all financial analysis and oversight aspects of a substantial footprint restructuring project to improve competitiveness and viability in response to significantly declining business revenues (~75% over five years). o Developed a comprehensive 10-yr business planning model to facilitate the evaluation of multiple manufacturing footprint scenarios as well as supporting annual business planning deliverables and process consistency. o Launched an inventory analysis tool and optimization review process that resulted in an inventory reduction / cash flow improvement of ~$15M (40%).
o As Chairman of the Company 401K committee, led a transformation of the fiduciary oversight activities and portfolio offerings, leading to enhanced investment opportunities for associates as well as a reduction in the overall expense ratio of ~50 basis points.
o Company liaison to 3rd party legal counsel for administration of ~600 asbestos claims as well as commercial and other litigation activities.
NEMAK, Southfield, MI 2008-2015
A global automotive parts manufacturing company specializing in the production of high complexity aluminum components for the automotive industry, with 2014 reported sales of $4.6B, >34 manufacturing plants that employ >20K people in 14 countries. Procurement and Supplier Development Director, Nemak USA & Canada 2015 Responsible for identifying business unit (BU) purchasing synergies and implementing process standardization. Managed a $750M budget, with a team of >25.
• Next Level Supply Chain:
o Expanded Lead Buyer concept to standardize processes and leverage economies of scale. o Partnered with Mexico BU on applicable commodities, realizing incremental savings of 2% on total BU non- production turnover.
o Extended supply chain financing program to mid-level vendors, with a total program benefit of $20M in free cash flow.
Daniel N. Soulliere Resume Page 2 of 3
• Global Synergies:
o Led Dragon block liner sourcing and assisted global liner commercial matters. Achieved a 15% decrease in program liner cost vs. regionalized approach along with a significant reduction in supply base risk. o Improved BU CAPEX requisition to approval process, with a cost reduction of 10% vs. historical pricing. o Introduced global leverage opportunities that improved quality/service and produced up to 30% savings.
• Improved Systems and Analytics:
o Improved morale, engagement and collaboration by eliminating waste and facilitating efficient information exchange.
o Partnered with IT to repair/enhance SAP functionality to increase time spent on value-added activities. o Launched a central information bank/shared drive to facilitate idea and best practice sharing.
• Business Processes:
o Collaborated with Planning, Commercial, Engineering and Operations to develop and implement a standard BU Tooling Administration Process.
o Achieved a $35M improvement in free cash flow and facilitated greater tooling availability by streamlining process monitoring and communication across the business unit.
• Talent Alignment through Roles & Responsibilities (R&R): o Partnered with HR on R&R standardization/migration plan to improve efficiency, effectiveness and morale. o Improved retention and enhanced employee value propositions through staff-level development, such as Fred Pryor training program, OESA, and career opportunities.
Finance and Administration Director, Nemak USA & Canada 2013-2014 Responsible for financial and investment planning, purchasing, tax and all fiduciary/compliance requirements for a $1.1B aluminum casting business unit with a team of 60+.
• Expanded role and scope to include Purchasing, Capital, Tax and recently acquired facilities in Wisconsin and Kentucky
(formerly J.L. French).
• Integrated, standardized and improved all Finance, Accounting, Tax and Capital Planning processes.
• Implemented best practices to both external and internal business unit control processes and moved from red to green status on corporate audit scoring system.
• Increased financial awareness and provided financial training to Commercial, Purchasing, Engineering and Operations teams.
Business Unit Controller, Nemak USA & Canada 2008-2013 Responsible for financial planning, performance optimization, and all fiduciary/compliance requirements for a $600M aluminum casting business segment.
• Implemented financial process standardization at the Alabama and Tennessee facilities (formerly Teksid).
• Drove double-digit YOY improvement in financial KPIs as a member of the Senior Leadership Team.
• In conjunction with two management team members, negotiated a precedent-setting collective bargaining agreement between Nemak and the Canadian Auto Workers to secure the long-term viability of the Windsor facility. o Saved ~250 jobs and facilitated the move to acceptable profitability from a loss position.
• Participated in financial due diligence efforts for multiple acquisition candidates, including a lead role in the financial, purchasing and systems due diligence for a facility in Mexico.
• Developed and delivered hands-on business acumen training to 200+ team members. Ford Motor Company, Detroit, MI 1993-2008
Chief Financial Officer, Nemak Canada, Windsor, ON 2006-2008 Responsible for financial oversight, control, and strategic planning for a $350M aluminum casting joint venture between Alfa S.A.B. de C.V. (a publicly traded Mexican conglomerate) and Ford Motor Company.
• Drove process and compliance-related improvements in financial forecasting, customs, discretionary spending controls and employee retirement savings programs.
• Led several long-term viability initiatives, including the implementation of significant organizational and capacity restructuring programs.
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Previous roles with Ford/Visteon from 2002-2006 as Controller: Rawsonville Plant, 1999-2002 as Controller: Altec Plant and Visteon Corporation of Mexico, 1997 to 1999 as an M&A Specialist: Korea Programs; Pricing Manager: Chassis Systems and with Ford Motor Company from 1993 to 1996 as a Product Analyst: Powertrain Operations and Labor & Overhead Analyst: Essex Engine Plant.
EDUCATION
MBA, Finance, University of Windsor, Windsor, ON, 1993 Bachelor of Commerce (Honors), Finance, University of Windsor, Windsor, ON, 1992 LANGUAGES
Limited Spanish
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