Selected Industry Experience in Manufacturing:

Project (A)

P&G acquired Oral B Labs from Gillette. Conversion from Gillette's custom ERP to P&G's ERP. 

Role: 

Team Member - Senior Cost Accountant

Critical Process Components: 

Planning, Executing, Monitoring, and Controlling

Brief Scenario: 

P&G's conversion strategy was to maintain parallel ERP systems.  P&G recruited a team of people to maintain the existing system while Oral-B's employees focused on the conversion to P&G's system. 

Solutions:

There were minimal problems as P&G's experience proved that conversion costs, while higher in the short-term, were less when accounting for hidden long-term costs. When personnel are required to simultaneously perform their daily tasks and be responsible for the conversion, mistakes increase due to timing issues and available resources. Two Oral-B employees resigned during the conversion, requiring me to assume more responsibilities.  

My role was to monitor inventory levels and supervise inventory cycle-counts, collaborate with engineers, marketing, and production, create BOM's for new toothbrush designs and prepare the new cost data to be uploaded to P&G's ERP. I was responsible for month-end close related to cost accounting, month-end Power-Point presentations for Division Mangers, evaluating actual costs to standard costs and responding to the Division Managers' questions, and reporting cost data to P&G's and Braun-Germany's corporate offices. 

Progressive Results: 

The milestones were met, and the deliverables adhered to the planned time schedule. 


Project (B): 

Accounting System Conversion for Terex's newly acquired Hydra - Platforms, Inc. 

Role: 

Project Manager-Senior Accountant

Critical Process Components: 

Planning, Executing, Monitoring, and Controlling

Brief Scenario: 

Hydra-Platforms was based in Rock Hill, NC.  I assumed responsibility for the accounting processes and initiated and closed four separate projects.

Solutions: 

The critical tasks were to complete the fixed assets inventory, review the inventory process and sign-off on the year-end physical inventory. Worked with engineers to prepare BOM's. Prepared final monthly close financial statements with a review of G/L, A/R, A/P, and all inventory accounts. Reconciled all balance sheet accounts. Team member to convert hard-copy-offline reconciliation documents to online reconciliations. Completed accounting systems conversion from QBD-2008 to QB's Enterprise 2014.

Progressive Results:

The plan was to sell the company. The accounting processes were well organized according to GAAP and accurate financial statements were available to negotiate the sale.  Terex - Hydra was sold to a customer.


Project (C): 

Accounting System Conversion

Role: 

Accounting Project Manager

Critical Process Components: 

Initiating, Planning, Executing, Monitoring-Controlling, and Closing. 

Brief Scenario: 

Accounting systems conversion from the company's accounting software that was last updated in 1990 to QB's Enterprise.  Essentially the system crashed and the account balances had to be reconstructed prior to starting the conversion.  Additionally,  a new chart of accounts was created. 

Solutions: 

Collaborated with external auditors, CFO, and the president to establish an agreement on the balance sheet account balances and the new chart of accounts. Imported data from hard-copy work-papers, created Excel templates to maintain monthly supporting documents. Reconciled all balance sheet accounts, trained personnel, and, transferred the data-entry, reconciliation process, and reporting, to CFO. 

Progressive Results: 

The milestones were met, and the deliverables adhered to the planned time schedule. The external audit firm was pleased with the new system.