Controller

GREGORY M. URBAN Phone: 256-***-****

**** ***** ***** **. *********@*******.***

HUNTSVILLE, AL 35763

• CPA, active license from the State of Tennessee since 1987, with manufacturing expertise.

• 23 years spent with Fortune 500 employers including Chevron, Rubbermaid, and Federal Mogul.

• Managing information in and out of ERP systems like SAP, Microsoft Navision, Hyperion, and Avante.

• Standard cost management of multi-level bills of material, routings, and realistic overhead application.

• Assembled accounting departments by recruiting, mentoring, and training subordinates.

• Successfully drove the budget and forecasting process and the variance analysis of each.

• Finance expert on teams using Lean, 5S, and statistical process control to analyze, re-organize, and reduce the cost of production processes.

• Financial leader of organizations from $10 million to $300 million in annual sales.

• Three years of government contract experience with BAE Systems, SAIC and Weskem, LLC.

9/2008 - Present Financial Analyst IV BAE SYSTEMS, INC., Huntsville, Alabama

 Responsible for maintaining BAE project workforce in Costpoint (including project labor categories and wage determination tables); user-defined fields; vendor employee workforce; and work breakdown structure.

 Provides budgeting and forecasting expertise to analyze, compute and report the following: Customer budget vs. actual, Plan/forecast vs. actual, Analyze direct and indirect cost mix (for impacts to profit on the Program), Meeting project and financial metrics.

 Monitors funding to minimize risk.

 Identify projects that require notification to the GCO when contract thresholds will be exceeded, and/or when a risk authorization is required, Forecast burn rates.

 Sales, earnings and cash flow analysis: Revenue recognition is identified in the planning process of the kick off meeting, Revenue should be set up at funding level or above, Measured as a metric for profit and financial goals.

 Responsible for maintaining BAE and Subcontractor workforce for all assigned projects. They have to work closely with the PM and Subcontract Administrator. It is their responsibility to provide the workforce info to the Program Financial Analyst. But it is the Program Financial Analyst’s responsibility to add employees to a project’s workforce (or change an employee’s PLC, etc.).

4/2007 – 6/2008 U.S. Controller for Operon Biotechnologies, Inc. a $16 million global market leader in high throughout synthesis of DNA oligos for research. My position was eliminated in a staff reduction.

• Lead the accounting staff’s successful reconciliation and necessary adjusting entries to all balance sheet accounts including Doubtful AR Accounts, Excess and Obsolete inventory, and intercompany AR/AP with two (2) foreign consolidated subsidiaries in Germany and Japan.

• Developed product line financial statements including allocation of common materials, fixed cost overhead, depreciation, cost and sales value per unit of production, and other performance metrics desired by the CEO.

• Completed first fixed asset inventory in company history, identified assets no longer in use, reconciled accumulated depreciation, prepared and tested upload of assets to Microsoft Navision.

• Supervised, recruited, and trained nine staff in the areas of human resources, payroll (ADP), payables, receivables, procurement, consolidations, financial reporting, and product invoicing.

• Successfully shutdown facility in High Point, NC and implemented in Huntsville, AL customer AR and invoicing, procurement, and fixed assets accounting.

GREGORY M. URBAN Phone: 256-***-****

3113 FIELD CHASE RD. *********@*******.***

HUNTSVILLE, AL 35763

12/2006 – 4/2007 Finance Manager for Echotek a $13 million producer of market-leading electronic test instrumentation. Left Echotek to become U.S. Controller for Operon.

• Managed a weekly review process with management focused on key performance indicators including: forecasting, supply-chain, cost of goods sold, manufacturing variances, no charge warranty liability, operational efficiency measurements, and order back-log for finished goods and billable repair work.

• Establish targets, drove analysis, developed improvement recommendations and ensured needed internal financial controls in place for all system transactions including: work orders, cycle counts, excess and obsolescence, repair and scrap, tooling and testing, engineering and pre-production materials.

• Prepared successful customer new product quotations with input from the General Manager, Chief Engineer, Production Manager, purchasing representative, and Materials Manager.

4/2006 – 9/2006 Corporate Controller Pesa Switching Systems, Inc. a $25 million global provider of integrated infrastructure solutions to the creators and distributors of professional audio/video. My position was eliminated in reorganization due to poor financial results.

• Fully implemented Avante ERP system modules to improve the accuracy of the MRP system for customer service to determine delivery date calculation and corresponding material delivery dates. Installed Avante system upgrades that reduced the monthly closing cycle from 14 days to five.

• Brought company into full compliance with Sarbanes-Oxley by reviewing, updating, and documenting all internal procedures by an accounting staff of five.

• Revised the cycle count system to ensure no significant book to physical inventory adjustments to the $4.2 million in materials and components.

• Establish business processes to properly manage material inventories at third party component suppliers and plan for increased manufacturing to be brought in house lowering product cost.

• Finalized consolidation of December 2005 acquisition of Pesa Switching by QuStream Inc.

1/2003 – 4/2006 Plant Controller for the Federal Mogul plant in Boaz, AL. a $175 million aftermarket auto parts facility. I left this position for the increase in responsibilities with Pesa Switching Systems.

• Brought facility in full compliance with Sarbanes-Oxley before year-end 2003. Successfully completed internal and external (E&Y) audits after negotiating needed process improvements.

• Examined $4.5 million tooling & spare parts inventory discovering $250,000 in excess and obsolete items. Booked entries to ensure a sufficient reserve to cover the identified shortfall.

• Assembled and directed a team from production, engineering, quality control, and procurement to review and revise standard cost on the top 150 selling products leading to a combined $10 million favorable variance to budgeted EBITDA for 2004 and 2005.

• Conducted first inventory in the last seven years on $18.5 million net book value listing of assets. Identified obsolete or idle equipment that needed to be disposed of per corporate policy. Performed confirmations for worldwide off-site vendor tooling.

• Insure no significant book to physical inventory adjustments. Physical inventory resulted in only a 1.2% adjustment to inventory valued at $14.5 million. Direct cycle count team monitoring accuracy of inventory.

• Prepare weekly forecast/flash, monthly cost/overhead comparison to plan and prior year, and drive annual budget including updates to standard cost and manufacturing overhead application. SAP (at the plant level) and Hyperion (at the corporate level) were used in financial reporting.

GREGORY M. URBAN Phone: 256-***-****

3113 FIELD CHASE RD. *********@*******.***

HUNTSVILLE, AL 35763

12/2001 - 12/2002 Project Accounting Manager (contract) for Weskem, LLC through Accountemps in Oak Ridge, TN. Paducah, KY Scrap Yard Clean up & Disposal project worth $24 million over four years.

• Prepared job cost analysis, progress reports, and revenue recognition computation including initiating an analysis of lease vs. buy for $1.2 million planned asset acquisition.

• Mastered Timberline job cost system to prepare monthly profitability by sub-project.

5/2001 - 12/2001 Senior Operations Controller for S.A.I.C. in Oak Ridge TN, a business unit with $54 million in government consulting contracts for waste removal. Position eliminated.

• Gained operating knowledge of government contracting financials, based on the percentage of completion method, cost accounting standards (CAS), and federal acquisition regulations (FAR) for the Paducah KY, Augusta GA, and Oak Ridge TN.

• Managed monthly contract reviews and monitored new tasks for the Paducah KY, Augusta GA, and Oak Ridge TN locations assuring achievement of earnings objectives.

11/1999 - 12/2000 Business Financial Manager for Arch Chemicals, Inc. in Charleston, TN. Manufacturer of water treatment chemicals, with $350 million in sales. Left when office was relocated to Atlanta, Georgia to keep family in Knoxville, Tennessee.

• Performed consolidations for budgets, forecasts, and financial statements for two wholly owned subsidiaries (one foreign and one domestic), two joint ventures, and six Far East sales offices.

• Recruited, hired, and trained a team of seven staff members to establish all division financial functions. Drove budget and forecasting systems at this worldwide division.

• Collaborated with sales and marketing, analyzing customer accounts support funds and media advertising budgets, then organizing commitments and product sales versus $17 million of rebate and promotional funds. Established sufficient reserves.

10/1997 - 9/1999 Business Unit Controller for Benton Plastics in Clinton, TN. A $10 million wholly owned subsidiary of Durakon Industries, Inc. a Tier 1 automotive aftermarket parts manufacturer. Left when organization, downsized in 1999.

• Generated successful price quotations for Ford SUV trays, Chrysler van trays and van liners, and Saturn trays using detailed standard cost analysis as a base.

• Established improved information system, including 20 port LAN, upgraded on-site hardware for LAN use, and converted 3rd party payroll software to multiple users.

• Installed electronic time and attendance system, Kronos, with data uploads directly into payroll.

5/1995 - 10/1997 Division Manager, General Accounting for Rubbermaid/Newell Office Products Maryville, TN. a $175 million consumer product manufacturer. Position eliminated when the division was purchased by Newell.

• Produced consolidated budgets, forecasts, and financial statements for domestic business as well as businesses in England and Australia. Performed currency translations to US dollars for both entities along with consolidating entries.

• Initiated accounts receivable support function at division level. Created decentralized receivables team that slashed account receivables balances 57% from $14 million to $6 million in less than two years. Team eliminated $5 million Intercompany account receivable variance in six months. Division became driver for the corporate process.

• Assumed responsibility to manage customer accounts support funds and media advertising budgets of $20 million from the sales department. Administered the funds through reserves on the division balance sheet.

• Performed first world wide fixed asset inventory in ten years including correction of accumulated depreciation, addition of depreciation of molds to standard cost of sku’s, and entry of data into FAS 2000.

GREGORY M. URBAN Phone: 256-***-****

3113 FIELD CHASE RD. *********@*******.***

HUNTSVILLE, AL 35763

01/1980 - 5/1995 Originally a Plant Controller, promoted to Regional Controller (1985), promoted to Assistant Division Controller (1994) for Plexco (a Division of Chevron Chemical) in Knoxville, TN. Facilities with $125 million in sales of polyethylene pipe, wound cylinders, fabricated fittings, and extrusions for industry and utilities. Left when recruited by Rubbermaid Office Products.

• Supervised combined financial and human resource staff of 17 in five locations (started in 1980 with one facility and a staff of five, assimilated a competitor’s plant upon acquisition, closed an unproductive facility, and combined two Texas facilities).

• Converted mainframe based process cost system to standard cost improving competitive pricing through increased product cost accuracy by SKU number. Created a product quotation system to assess potential profitable new business.

• Creation and maintenance of integrated product/job costing and standard production reporting systems. System also used to determine selling price on custom products.

• Implemented production floor statistical process control for 24/7/365-production process with assistance of local Process Engineer.

EDUCATION: 5/1977 Indiana University Bloomington, IN. BS with Major in Accounting.

Courses included: Business Law, Beginning Accounting, Intermediate Accounting, Auditing, Fund Accounting, and Tax. Total of 120 hours completed to graduate.

CPA passed in May 1987 with current license #00009738 from the State of Tennessee.

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