Controller, plant controller, cost accounting manager, FP&A

Michael D. Bradley Tel: 301-***-****

**** ******* ****** ****: 301-***-****

Urbana, MD 21704 *******.****@*****.***

Contact: Human Resources or Recruiter

A trusted financial professional with a tremendous depth of knowledge.

Dear Sir/Madam:

Please accept this letter as an introduction and interest in the position currently available with your company/client. My resume and executive summary are attached for your review and consideration.

My experience totals more than 20+ years in financial accounting, cost accounting, managerial accounting, financial/strategic planning, and customer relationship management. My continuing professional development recently has been retaining pertinent up-to-date information thru participation in webinars. The webinars provide for me important practical real time information and techniques to strengthen my professional awareness, while my search proceeds.

Cost accounting, strategic cost measurement analysis/research, budgets (preparation, formulation, techniques, review, execution, maintenance, periodic forecasts/movers), contracts (pricing, proposals, negotiations, close-outs/audits), operational process reengineering, Interactive Financial Models, Decision Support Models (ABC/M software Easy ABC, Oros and in-house spreadsheet models) have been my professional foundation. Several of my positions have essentially resembled a controllership in responsibility and reporting. I have provided strategic financial management and operational oversight in several industries. Please see my Executive Summary sections titled (1) Financial Planning and Analysis and (2) Accounting and Auditing. The software and templates mentioned represent major investments in real-time budget/actual/historical information/modeling and compliance controls for Sarbanes-Oxley Act.

My leadership in compliance and operational solutions has been in the areas of redefining, reexamining, reinventing, reworking and reshaping methodologies through audits, research and custom frameworks as required. My “hands-on” experience in cost collection, cost & performance measurement systems, cost uses & behaviors, cost assignment, SRS (Source of Revenue Statements), what-if models, at-risk market calculations, base-yr. index comparatives and predictive planning/forecasting (templates, add-on or stand alone software) has defined my career. I am thoughtful and predictive when analyzing information yet dynamic and proactive when the call for action comes.

Additional qualifications, submitted for your evaluation, include:

• A solid background in effectively managing professional financial teams and related resources

• Successfully managed critical technical projects

• CMA (Certificate in Management Accountant) candidate

• Received Letter of Commendation for launching Financial Production Manager Seminars

• As Sr. Financial Analyst, was the only non-manager who completed the Hughes Supervisory Training Program

• Selected for the Outstanding Performance Award

• Member of Financial System Committee and Inventory Management Team (MAPICS & COPIC)

• Directed the Continuous Measurable Improvement Program (CMIP)

• Established commercial product line pricing procedures, policies and models

• Coordinated, developed, prepared, and presented long-term strategic financial plans/forecasts/movers

• Instituted input/output plan reviews and developed divisional level ABC (Activity Based Costing) analysis

I hope that you now have a vision that incorporates my capacity to grasp essential business practices and my commitment to delivering the right solutions.

Please contact me on my cell or home voice mail.

Thank you for your time and consideration. I look forward to hearing from you soon.

Sincerely,

Michael D. Bradley

MICHAEL D. BRADLEY

9427 Penrose Street • Urbana, MD 21704

Tel: 301-***-**** Cell: 301-***-****

FINANCIAL EXECUTIVE

Financial Accounting...Managerial Accounting...Revenue Accounting...Business Management...Healthcare Administration Customer Service…M & A Transactions & Strategies…Operational Reporting and Analysis…Group/Divisional Financial Package Reporting & Compliance…Pricing & Indexing…Cash Management…Systems Integration…Financial Integrity…Labor & Vendor Relations…Lean Six Sigma…Facility Design

Senior professional manager with over 20+ years of formulating and executing financial plans in multiple business sectors with concentration on performance and efficiency enhancements. In all positions, have held broad responsibilities ranging far beyond job title. My leadership has allowed finance to be embraced as a true business partner. Strong proponent of continuous assessment and improvement of financial procedures/controls, continuous best practice identification and practical solution recommendations, continuous operational input and feedback, continuous ABC/M (Activity Based Cost/Management), continuous budgets and rolling forecasts models including cash flow forecasts, and as required capital procurement from cash flows to ROI. My experience provides on and off balance sheet management as well as knowledge of risk management techniques. Successful in providing viable alternative insight and solutions to support financial, operational and organizational requirements. As employee of the year, I demonstrated the ability to find, analyze, and interpret issues/causals--which improved monthly, quarterly and year to year comparatives and related written reports. Comfortable working at all levels and embracing organizational cultures.

Professional Strengths

P&L / BS Oversight • GAAP Interpretation • Strategic Planning & Analysis • Capital & Operating Budgets • Cost Management • Cost Accounting • Cost/Benefits Analysis • Standard Cost • ABC/M • Process Improvements • Program Management • Contract Negotiations

Experience

HealthSouth MountainView Regional Rehabilitation Hospital, Morgantown, WV February 2008 – April 2009

Controller

• Reported directly to the CEO

• Guided HSMV thru TeamWorks project installation of Non-clinical Patient Services & Marketing /Sales team. The project goals were process & system improvements to eliminate non-value added work, to use brown paper “as is” and “to be” for visual display as diagnostic tools, to understand process flow versus system flow, to understand behaviors, eliminate process variation, reduce lost time, to Do It Right the First Time (DIRFT), and design & install Best Practices.

• Voting member of joint-venture partnership with Monongalia General Hospital and West Virginia University’s Ruby Memorial Hospital

• Provide financial metrics information-DOR (Daily Operating Report) and consults with joint-venture partners – quarterly and as required

• Oversight and performance monitoring of Central Business Office business operations – this includes 428 beds at eight regional rehabilitation hospitals

• Responsible for all accounting functions and corporate financial statements, cost reports, charge master, rate applications, and capital and asset management for an 80 bed hospital and 16 bed satellite facility

• Responsible for development, evaluation, presentation and administration of the annual operating budget

• Responsible for financial systems, financial policies and banking services

• Responsible for third party reimbursements, accounts payable, accounts receivable, cash collection and payroll

• Negotiate and approve vendor contracts and business associate agreements

• Manage and coordinate financial and operational audits

• Supervise staff of 16

CAM Publishing Group, Silver Spring, MD January 2002 – January 2008

Controller

• Reporting to the CEO, responsible for the continuous development of strategic plans/pricing and new business models

• Responsible for GL maintenance , budgetary controls/procedures and the preparation of financial reports/analysis

• Manage the vendor/customer contract negotiations, procurement, receipt, storage and distribution of inventory

• Coordinate Information Systems Support

• Supervised staff of 5

BioWhittaker, Walkersville, MD March 2000 - Nov. 2001

Financial Manager

• Overall financial and managerial accounting responsibility for the $25M division BMA (Bio Whittaker Molecular Applications )

• Reported directly to Division Director of Accounting; indirectly to the VP of Operations

• Supervised two (2) accounting professionals

• Completed Purchase Acquisition Accounting Transition from FMC to BMA (Plants located in Maine and Denmark)

• Finalized the appraisal of Fixed Assets, Intangibles, WIP R&D, payment of change in capital investment, goodwill, payroll, inventories/revaluation, and Chart of Accounts Cross References

• Maintained standard costs, overhead rates and provided cost/benefit evaluations for major capital projects and three-year forecasts

• Reviewed all G/L input, developed balance sheets, income statements, and cash flow comparative analysis

• Drafted written commentary and financials for corporate: monthly (8K as required), quarterly (10Q) and year end (10K)

Science Weekly, Chevy Chase, MD March 1997 - Mar. 2000

Manager Business Operations

• Responsible for strategic, budget and three (3) month plans

• Responsible for monthly management operating ratios/matrix and operational techniques

• Responsible for all financial management accounting i.e. GL input, BS, IS and CF statement reviews

• Supervised staff of 7

MCBS, Mission Viejo, CA January 1995 - Feb. 1997

Consultant (Activity Based Costing)

• Assisted clients in ABC techniques, models, value chain costing and relative benefits to traditional/contemporary approaches

• Clients assisted with relationship between FASAB, CASB (Cost Accounting Standards Board) and GAAP

• Crafted groundwork for disciplined capital procurement, product cost/pricing, overhead allocation, and equivalent headcount for operational, technical, behavioral and cultural cost measurements.

Quotron Systems, Inc., Citigroup - Division of Reuters Group, Los Angeles, CA April 1993 - Dec. 1995

Director of Revenue Accounting

• Responsible for pricing and billing services for revenue recognition for domestic and international exchange and commodity and brokerage firms (CBOE, KBOT, NASDAQ, NYSE, etc.)

• Supervised staff of 27 employees, direct reports included 2 managers and 1 supervisor

• Responsible for the design and implementation of a corporate-wide, end-to-end billing solutions system

• Analyzed the business process and participated in support demonstrations while interfacing with clients

• Project Manager for the Last Third Project (Sales order definition and Billing re-engineering)

• Responsible for billing and service coordination and accuracy across multiple departments

K & M Company., Division of Avery Dennison, Torrance, CA November 1992 - Feb. 1993

Cost Accounting Manager

• Responsible for all cost accounting functions for multiple plants and multiple processes

• Responsible for divisional-wide product reviews, costing, pricing, plant level burden and labor rates, inventory analysis & provisions, scrap percentages, variance analysis, and capital investment justification

• Supervised staff of 3 professionals

Hughes Electronic, Inc. November 1987 - Oct. 1992

Business Manager, Hughes-Avicom International (HAI), Glendora, CA July 1991 - Oct. 1992

Product Line BM, Microelectronics Systems Div (MSD), Rancho Santa Margarita, CA June 1989 - Jun. 1991

Senior Financial Analyst, Connection Devices Div (CDD), Irvine, CA November 1987 - May 1989

• Responsible for financial oversight of the following: GL, P&L, BS statements, planning/analysis (sales, earnings, cost of sales, bookings), auditing, cash-flow management, inventory schedules/balances, program accounting , contractual reviews, amendments and required schedules, creating WBS (work breakdown structures), developing pricing models, preparing and presenting pricing proposals

• Product line increased from 6 to 14 systems and gross margin percents ranged from 57.2% to 62.7%

• Assisted in the strategic review, write-up and development of the prospectus which guided the decision to purchase Avicom International which enabled the Avionics Division to enter the in-seat video market to ensure future growth.

• Analyzed unemployment compensation options and monitored provisional levels - decisions resulted in significant savings

• Financial forecasting responsibilities have included the supervision, coordination and the preparation of raw input from internal

• departments and external sources (industry trade journals or government indexes) for budgeting (monthly, 2 or 4 month movers), for annual plans (3, 5 or 10 years) and for strategic research analysis

• Responsible for government project cost accounting, FAR and DCAA audits

• Developed input/output statements as a requirement for all forecasting plans

• Integrated ABC (Activity Based Costing) as a strategic and tactical evaluating tool which allowed the product line to manage activity, cost drivers, measurable events, and/or transactions that affected the return on total capital investments.

• Responsible for procurement review (ABC analysis) and G&A overhead rate preparation. This allowed products to be classified as (a) star; (b) problem child; (c) dog; and/or (d) cash cow using ABC interviewing/costing techniques

• Provided internal program performance reporting and external financial reporting to meet GAAP standards.

• Drafted written responses to historical or current financial audit questions

Allergan Pharmaceuticals, Inc., Div. of Smithkline Beckman Corp., Irvine, CA January 1986 - Oct. 1987

Senior Product Cost Analyst

• Responsible for all production review, product updates and input

• Responsible for all product line journal entries, product line P&L and product line balance sheets

Coleco Industries, Inc., November 1983 - Dec.1986

Manager of Cost Accounting, Irvine, CA October 1984 - Dec. 1986

Manager of Financial Analysis, Amsterdam, NY November 1983 - Sept.1984

• Led the transition team at Coleco West during the Honeywell Cost System conversion

• Authored and presented the first Coleco West procedures and definition manual for strategic planning and budgeting

• Responsible for all manufacturing burden, labor and material standards, MRP and capacity requirements

• Approved all BOMs, labor routings and material substitutions

• Responsible for analysis of new products, new market expansion, and the identification of key market drivers for comparatives

• Supervised, coordinated and prepared quarterly, mid-year, and annual budgets and strategic long term financial plans

• Established traditional cost/benefits analysis for products and capital purchases

Long-Airdox Company, Div. of the Marmon Group, Oak Hill, WV November 1979 - Oct. 1983

Cost Accountant

• Responsible for the full absorption costing and variance reporting/analysis for 3 manufacturing plants

• Assisted in transition from file card system to automated IBM Systems 34 & 36 (software: MAPICS & COPICS)

• Reviewed all journal entries, standards (material and labor), overhead rates, inventory reconciliations (perpetual, physical, and GL), and financial reporting (P&L/Balance Sheet) at plant level

• Monitored all error report edits/updates and reviewed all sales orders for accuracy in pricing and profitability

• Responsible for Where Used, Cost History, Labor Distribution, Work Order Percentage of Completion, and other reports which provided GL to Perpetual accountability/accuracy, work order closures, bookings, and backlogs

Software/Hardware

Excel; Lotus; Word; PowerPoint; Keane Network (Patcom), Caremedic, Teamworks, IBM 34,36,38; Honeywell; Hewlett Packard; LAN: Xerox Business Mgmt System (XBMS); Global; Burroughs; IBM MAPICS, IBM COPICS;INFOR,MRP/ERP; DRP; Cincom; Hyperion; Pillar; Business Objects; McCormick & Dodge; ADP; Computron; HP AskMan , BPCS Modules, Plexus

Education

Bachelor of Science - May 1979; Concord University; Athens, WV

Major: Accounting

Pacific Christian College - 1985; Fullerton, CA; CMA Review

Professional Development - Attended the following seminars, workshops, conferences, and training courses: OSHA

Regulations; Safety; Multicultural Relations; Organizational Restructuring & Development; Regulatory Compliance; GMP (Good Manufacturing Practices); ERP (Enterprise Resource Planning); Lean Six Sigma, Conflict/Dispute Resolution; Worker’s Compensation

EXECUTIVE SUMMARY

MANAGEMENT

Accomplished senior manager, offering a strategic and analytical foundation in financial management and business development. Knowledge in the areas of finance, accounting, cost management, healthcare administration, operations, cultivating core business practices and determining key business drivers. Oversight has included supporting corporate growth strategies, managing divisional capture and proposal teams, financial statements, financial planning and analysis (sales, earnings, cost of sales, bookings), multimillion-dollar budget creation, capital budgets/expansion, auditing, monitoring cash-flow and inventory schedules/provisions and balances, program accounting, and contractual reviews, amendments and required schedules. Led CMIP (Continuous Measurable Improvement Program) initiatives at Hughes to facilitate program and customer service excellence based on team approaches and matrix review. As controller at HSMV installed/monitored the MOS (Management Operating System) which began with budget, master schedule, skills flexibility matrix, Pat Com work Queues, supervisor follow ups, OPS meetings, DOR Daily Operating & Census Reports with period comparatives, system & skills review with process sustainability review checklist. Managed the M&A due diligence, consolidation and integration of the BMA acquisition at Bio-Whittaker and the Avicom acquisition while at Hughes.

CASH MANAGEMENT

Responsible for billing, accounts receivables, and cash collections for eight hospitals. Restructured (SWAT-Strategically Working Accounts Timely) the accounts receivable so that “days fees outstanding” decreased favorably to meet strategic goals (Allowable Cash Gap) and follow industry trends. Developed, implemented and administered capital procurement DCROI and operational cash forecasting. As a result, capital investment income increased. The ongoing Cash Flow management proved useful when business opportunities were presented to corporate for financing consideration/approval. Required Statements of Cash Flow on monthly and quarterly forecast/outlook to highlight potential issues. Secured reduced terms with foreign customers, developed key relationships with domestic customers and negotiated favorable terms from vendors.

FINANCIAL PLANNING AND ANALYSIS

Arranged purchase of compliance software (rapid consolidations, continuous internal control monitoring, risk assessment and etc.). Emphasized defining new product scope and sequence so duplication of shared resources was eliminated during roll out. Analyzed unemployment compensation and health care provider options: decisions resulted in significant savings. Assisted in the strategic review, write-up and development of the prospectus which guided the Avionics Division management to enter the video market to ensure future growth with the purchase of Avicom International. Introduced model for diagnosing present revenue performance and planning future revenue growth areas. The SRS (Sources of Revenue Statement) included (1) Revenue from core business (2) Revenue net of market growth (3) Base Retention Revenue (4) Gross share +/-. Each sub total included supporting schedules. Financial forecasting oversight has included the supervision, coordination and preparation of raw input from internal department(s) and external sources (i.e., industry trade journals or government indexes) for budgeting (monthly, 2 or 4 month movers), annual plans (for 3, 5 or 10 years) and strategic research analysis).

INFORMATION SYSTEM MANAGEMENT

Led the transition team at Coleco West during the Honeywell Cost System conversion. Led the Quotron “Last Third Project” which was to ensure that the Customer Service System (CSS) - Revenue Accounting System (RAS) design and development project utilized optimal technology and resulted in a cost effective products which met senior management, user and customer satisfaction and integrity requirements. The system architecture was based on a LAN system interfacing with conversion modules subsequently releasing selective transactions to RAS (LAN invoicing system running on and IBM mainframe). Technical System Integration included end-to-end testing in a pre-production environment, therefore eliminating the impact on current business.

ACCOUNTING AND AUDITING

Provided program performance reporting internally and financial accounting (Business Objects, SAP and Oracle) externally to meet GAAP hierarchy. Provided templates (financial, risk, process, issue, action plans, document control, etc.) for divisional compliance. Drafted written responses to historical and/or current financial audit questions. Developed input/output statements as a requirement for all forecasting plans. Integrated Activity Based Costing (ABC) as a strategic and tactical evaluating tool which allowed the product line to manage activity, cost drivers, measurable events, and/or transactions that affected the return on total capital investments. The models required understanding the risk and return trade off affecting divisional financing and investment decisions. Responsible for procurement review (ABC analysis) and G&A/overhead rate preparation. Allowed products to be classified as Star; Problem Child; Dog; and/or Cash Cow, using ABC interviewing/costing techniques rather than normal job costing standards. Developed cost estimation and value chain cost management matrix using ABC Technologies’ OROS Financial software.

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