Rod Gregg
*** *** ***, ***** **** California ****5
Email ***.*.*****@*****.*** Wk 408-***-**** Cell 408-***-****
Professional Objective:
A leadership role in an Accounting & Finance organization which utilizes my proven ability to provide strategic vision, build productive teams, manage rapid change and control the assets of the company.
Summary of Qualifications:
Results oriented professional with a proven record in Accounting, Finance, Operations, Contract Administration and Enterprise Systems. Strong management and interpersonal skills with a focus on value, continuous process improvement, customer satisfaction and business partnerships.
Professional Experience:
Applied Materials, Inc., 2001 – present
North American Regional Finance and Business Administration; Santa Clara, California, 2006 – present
• Sales Controller overseeing Financial P&L’s, Balance Sheet, Planning & Analysis and Commissions for System Sales and Service business of $1.5B.
• Eliminated financial risk by setting up Sales Contract Reviews to ensure that appropriate business terms were included and Company Revenue Recognition policies followed when negotiating sales contracts.
• Member of the Business Process Outsourcing (BPO) selection committee that successfully selected a partner to outsource transactional accounting, reducing expenses by 20%.
• Initiated and directed a Finance Center-of-Excellence in Xi’an China reducing analyst costs by over 50%.
• Orchestrated and completed successfully the initial Sarbanes/Oxley certification and ongoing SOX compliance requirements for the region.
Corporate Asset Services Controller; Santa Clara, California, 2004 – 2006
• Director for the corporation’s Central Asset Services Group, Corporate Real Estate, Applications Laboratory, Corporate Safety and Quality with financial responsibilities in excess of $300M per year and assets of over $4B.
• Key member of the Corporate Real Estate Strategy Committee that established the real estate global plan of record aligning corporate strategy with company’s assets.
• Participated in a cross-functional team that successfully reduced spending for the year by 15% or $50M. Supported two continuous process improvement teams that eliminated non-value work as well as reduced spending by 12%,
• Directed the analysis and proposed recommendations on a number of significant strategic decisions, including buy vs. lease and international moves to LCRs (Low Cost Regions) saving the company hundred’s of thousands of dollars.
• Led Sarbanes/Oxley 404 implementation for the group, ensured that all significant processes were documented and followed.
• Ensured that there were no significant internal business control issues or audit issues throughout my tenure.
Product Business Group Controller; Santa Clara, California, 2001 - 2004
• Business Unit Controller of billion-dollar semiconductor equipment business (Copper, Physical Vapor Deposition and Integrated Systems). Overall responsibilities and accountability included full P&L, B.S, with financial management of matrix services (i.e. manufacturing, sales and service organizations).
• Focused on productivity gains, cost controls and material cost reductions that provided significant profits to the bottom line.
• Met every financial target and commit during one of the most difficult times in the company’s history.
• Played a key leadership role in the most successful product roll-out in the company’s history.
• Administered and approved all revenue recognition questions for the group, ensuring that SAB101was followed and no issues were flagged in our audits.
3Com Corporation, 1998 - 2001
Manufacturing Controller – Supply Chain Operations; Santa Clara, California,
• Member of the Strategic Manufacturing Team that established long-term goals & objectives, a three-year financial and business model, balanced in-house verses outsourcing manufacturing and completed statement of manufacturing's key competencies.
• Orchestrated and reported balanced scorecard for worldwide manufacturing organization. Focused management on their key performance indicators and measurements that increased profitability and reduced costs by 10%.
• Directed operations to use one common process for analysis and reporting throughout the Supply Chain. This provided management with clear comparisons between entities for making business decisions.
• Participated in the negotiations in the successful divestiture of a $100 million plant to a Contract Manufacturer saving the company in excess of 20% per year on products being manufactured through that facility.
• Analyzed the financial impact to move to a “Build-to-order” manufacturing strategy saving the company over 10% in costs.
• Provided the company with a Make vs. Buy model that supported an outsource decision that minimized risks while maximizing profits, increased plant utilization and providing strategic direction to the company which saved the company over 15%.
Lucent Technologies Inc. / Octel Communications Corporation, 1992 - 1998
Vice President of Finance - Computer Telephony Products; Los Gatos, California, 1996 - 1998
• Member of the Computer Telephony Products Executive Staff and the Strategic Planning Group.
• Directed all financial activities, including legal, facilities and information systems.
• Worked with manufacturing and procurement to lower costs by 15%, leveraging parent company vendor relationships.
• Revised international credit policy that resulted in increased revenues without increasing exposure.
• Directed the enterprise system selection and purchase for entity.
• Negotiated software license fee agreement that reduced the companies overall cost by 50% from its initial discussions.
• Revised business reporting to emphasize business needs vs. statutory requirements.
• Met or exceeded P&L forecast for eight consecutive quarters.
Operations Controller - Octel Communications; Milpitas, California, 1992 - 1996
• Directed Accounting Operations, including A/P, A/R, Cost Accounting, Service Accounting, Payroll and Commissions.
• Managed five managers and supervisors with a staff of over thirty people.
• Presided over the company sales forecasting meetings ensuring that revenue, bookings and backlog targets were met.
• Coordinate a timely and accurate close between all accounting groups while interfacing with the external and internal auditors.
• Developed manufacturing's overhead absorption methodology from a materials and labor based method to a process based method, which focused on product families.
• Led the successful design and implementation of a Data Warehouse using a relational database that gave management information and analysis unavailable in the past.
• Member of the manufacturing strategy team that recommended turnkey manufacturing. This lowered inventory by 30% and reduced overall costs by 15%.
• During a significant merger, coordinated the integration of people and processes within the Finance Organization reducing total headcount by 20%.
• Key member in the selection team for an enterprise system solution, selecting Oracle Applications.
• Trained and implemented Oracle Applications for the finance group on time and within budget.
Tandem Computers Inc., 1989 - 1992
Operations Controller, Ungermann-Bass, Inc.; Milpitas, California 1990 - 1992
• Directed Cost Accounting, Service Accounting, Office Services, Facilities and Engineering Services.
• Implemented Activity Based Costing across the company's product line, giving an accurate view to our product costs and eliminating a significant number of products.
• As a key member of the product cost reduction team, reduced material and overhead costs by 15%.
• Participated in a team that recommended turnkey manufacturing, lowering inventory and reducing overhead.
• Audited our Japanese Subsidiary that ultimately tightened controls and lowered risks for the company.
• Authored the executive reporting package for the management team.
Manager, Operations Accounting, Ungermann-Bass, Inc.; Santa Clara, California 1989 - 1990
• Managed Revenue Accounting, Internal Reporting. Cost Accounting and Service Accounting.
• Worked with the Operations Organization to provide financial planning, forecasting, and reporting as required.
• Analyzed and prepared key financial measurements for the Operations Organization.
• Recommended the consolidation of two manufacturing facilities that reduced manufacturing costs by 12%.
• Completed the acquisition due diligence for sales distribution company in Melbourne Australia.
DSC Communications Corporation, 1986 - 1989
Group Controller - Granger Associates; Santa Clara, California 1987 - 1989
Sr. Operations Controller - Granger Associates; Santa Clara, California 1986 - 1987
Cromemco Inc., 1982 - 1986
Production Control Manager - Mountain View, California, 1984 – 1986,
Cost Accounting Manager - Mountain View, California, 1982 - 1984
Education:
California State University, Hayward - B.S. Business Administration with emphasis in Accounting, 1974.