Steven L. Gaylor, CPA
BENTON, KS *****
ACCOUNTING – FINANCE – STRATEGIC PLANNING
15+ years of measurable achievements in both manufacturing and oil and gas industries. Partnered finance with key business operations to achieve sustainable cost reductions, process redesign, revenue growth, and profit improvement. Ability to:
• Increase profitability by developing and directing accounting and administration activities to achieve strategic objectives.
• Lead organizational development, controlling costs, and improving earnings and cash flow.
Combines visionary strategic planning and technical financial qualifications with strong business management, negotiation, communication, and leadership skills to contribute to corporate goals. Areas of expertise include:
• Financial Planning and Budgeting
• Cash and Asset Management
• Cost Accounting and Inventory Control
• GAAP Financial Statements • Strategic Planning
• International Accounting
• Multi-Site Financial Management
• Auditing, Tax Planning, and Compliance
• Mergers and Acquisitions • Technology and System Development
• Banking and Legal Relationships
• SEC Reporting
• SOX Reporting
Chief Financial Officer currently
Superior Holding, Wichita, KS 2003– 2011
C and M Transportation Inc., Kansas City, KS 2002- 2003
Smack Inc. 2000 - 2002
Chief Financial Officer and Treasurer
Krupp Rubber Machinery, Topeka, KS 1995 - 2000
Vice President of Finance and Controller
Collins Bus Corporation, Hutchinson, KS 1992 - 1995
Mac Equipment, Inc., Sabetha, KS
Accounting Manager/Analyst 1988 – 1992
Panhandle Eastern Pipeline, KC, Mo. 1977 - 1988
Bachelor of Science, Business Administration/Accounting, Pittsburg State University, Pittsburg, KS
Certified Public Accountant in Missouri and Texas
Member, American Institute of Certified Public Accountants
STEVEN L. GAYLOR, CPA 316-***-**** PAGE 2
Designed and implemented a cost accounting system that included product costing, labor and overhead rate development, shop floor reporting, inventory valuation and budgeting.
Result: 20% increase in efficiency and productivity.
Developed a strategic forecast, operating budget, and a more comprehensive financial statement reporting package for the corporation. Substantially improved record keeping process for ownership, including more detailed reports.
Result: Eliminated manual reporting, and achieved a 40% reduction in reporting time and reduced operating expenses 10% below budget.
Selected and developed a GAAP financial statement reporting package including budgeting and capital expenditures that allowed for more accurate reporting.
Result: More comprehensive reports. Converted manual record keeping to computerized record keeping.
Implemented three new MIS systems that allowed better workflow, communications, and use of personnel for multiple locations.
Result: 30% reduction in inventory costs, increased inventory turns from 6 to 9.
Collaborated with department heads, owners, senior management teams, and shop floor personnel to assist them with financial awareness and in resolving financial issues.
Result: This has taken the form of line-item budgets, cost center information, capital expenditures, and the affect of their performance on the overall profitability of the company.
Initiated and guided a new cash management system that allowed dealers to have up to six months interest free while the company received full payment on the day product shipped.
Result: $2 million reduction in corporate borrowings.
Directed the day-to-day operations of the company and improved purchasing for the company. Negotiated lower costs from existing suppliers. Found other low-cost suppliers, achieved on time deliveries, and received better terms from the vendors.
Result: $500,000 savings for the company in first year.
Evaluated the SEC reporting of the corporation. Converted manual reporting to a computerized system.
Result: 60% reduction in reporting time from five days to two days, meeting all reporting deadlines.
Initiated a plan to reduce insurance costs and provide better employee benefits.
Result: 25% reduction in premium for worker’s compensation and liability insurance coverage, as well as additional cost savings in the areas of health insurance and 401K, while improving the level of benefits offered to employees.
Improved the safety of the workplace by creating a shop-floor-only safety committee that met bi-monthly to discuss and take action on safety issues.
Result: 80% decrease in accidents and $100,000 savings to the company compared to previous year.
Conducted the ISO 9001 certification in nine months that allowed the company to sell its products in different markets and industries.
Result: 20% increase in sales.
Established employee handbook that outlined policies of the corporation. Included in manual were review procedures on a fixed timetable.
Result: 40% reduction in staff turnover, 35% reduction in staff absenteeism and tardiness, improved employee morale.