Region Controller

Name : tomrnj
Industry Type : Engineers
City & State : Bloomingdale,NJ
Job Title Region Controller
Relocation Preferences : NY Metro
Objective : Lead a Financial organization in providing quality financial data in a timely manner working with management team to support growth.
Resume :  

THOMAS RUCHALSKI, CPA
19 Jeffrey Drive
Bloomingdale, NJ 07403
tomrnj[at]optonline.net

SUMMARY:

Senior Financial Manager with hands on P&L experience and partner in business development. Took a poor performing division to global benchmarks, providing a controlling environment while championing line extensions and acquisitions. Built a top performing financial team as demonstrated by cross-function confidence and high employee survey scores. Specific strengths and skill include:

Financial Accounting Operations Manufacturing
BudgetingRevenue RecognitionRisk Analysis Standard Cost
Planning/ForecastingCash ManagementAcquisitions/Divestitures Inventory Control
Profitability AnalysisTaxationSOX Compliance Supply Chain Management
Strategic PlanningConsolidationsERP Conversion Vendor Relationships
Business MetricsIFRSCustomer Service Productivity Metrics

PROFESSIONAL EXPERIENCE:
Please Inquire (2008 Present)
$350 mm Division providing construction service and project management

Financial leader.

Enhanced controls and engaged the operations team in improvement initiatives resulting in maintaining strong profit margins while growing sales 30% in a price competetave environment.
Created performance metrics dashboard that is being rolled out throughout the country.
Improved cash flow by 33 days through detail project reviews insuring project managers were held accountable for cash management.
I headed the operational and financial team that completed a seamless transition.

Siemens Building Technologies (2004 2007)
$400 mm Division providing service and construction solutions

VP Finance & Business Administration Fire Safety Division (2004 2007)
Financial leader of $400mm division. Member of the Senior Corporate management team. Financial responsibility spans domestic and international manufacturing and distribution.

Innovative cash management. Negotiated a significantly overdue customer account balance approaching $1mm to current status utilizing our customer/supplier relationship.
Developed plans to move manufacturing operations from US to China, including assessment of personal, specification requirements, pricing and logistics. Projected savings of $15mm and aligns with global product offering.
Provide financial guidance, due diligence as well as strategic portfolio assessments. Key success was to convince management team to keep a small but profitable line of business planned for divestiture.
Work with supply chain team to develop cost efficient performance improvements to world class levels. Improved delivery turnaround time to 24 hours and shipment accuracy to 97%.
Advise and consult on business activities. Financial results improved from a loss to 9% ROS in 3 years.
Review and approve bid proposals for significant projects. Improved life cycle profitability measured by margin increasing 2 points and 20% Service business growth.

Controller Field Commercial subdivision (February 2004 October 2004)
Full charge of financial closings. Established management team confidence in financial data and achieved unqualified audit reports.
Improved margins and expense ratio by 1.5 and 4.0 points driven by business metrics.
Improved employee morale. Team went from lowest to highest finance team scores in the organization.











Thomas Ruchalski, CPA tomrnj[at]optonline.net Page 2


GAF Materials Corp. (1996 2004)
Privately held $1.5 Billion multi-facility manufacturer of roofing materials

Business Controller & Director of Administration
Financial leader and advisor to the Commercial VP Sales & Marketing. Liaison to the Senior Corporate management team. Grew market share and launched line extensions to the extent that the business commands over 30% share and competes in all major commercial roofing systems.

Developed business plans. Recommended cost savings and revenue enhancement opportunities. Projects included shutting 3 underutilized manufacturing plants enhancing operations by $18.5 mm, initiated a West coast plant overhead review ($2 mm savings), alternate product sourcing the NY and Chicago territories ($.7 mm savings).
Instrumental in developing business model and selling corporate management the need for a new line extension. Gained approval to build a $20 mm state-of-the art manufacturing plant achieving 30% IRR.
Evaluated the sales force with management team, converting selected territories and lines from company reps to independent agents. Created roofing specialist in key markets reducing cost by $12.3 mm.
Developed plan for new high end coating venture expected to grow from $4 mm to $40 mm in 5 years. The project exceeded profit margin projections.
At the request of the CFO, negotiated with state and local authorities for tax abatements and site improvements for new ventures with 5 year savings in excess of $10 mm.

CASTROL NORTH AMERICA, AUTOMOTIVE DIVISION, Wayne, NJ (1976-1996)
Consumer Products manufacturer of after market motor oils
Director - Accounting & Planning (1995-1996)

Re-engineered the finance group which resulted in a 15% (8 positions) staff reduction while enhancing customer focus.
Determined that the existing budget process was overly cumbersome. Formed a team of key directors that streamlined the process allowing us to effectively react to changing market conditions.
Provided financial leadership for a synthetic line extension, including assessing potential market share, price points, revenue projections and market support. The launch was highly successful securing 100% National account distribution.
Managed a $12 mm trade loan portfolio with returns of 30%.

Director - Accounting (1992-1995)


Implemented new financial systems which improved turnaround time for monthly management performance package by 25% and reduced costs by 20%.
Evaluated and implemented changes to the financial systems of our Canadian unit which contributed to a $3.5 mm turn around within three years.
Re-organized the Marine segment resulting in annualized savings of $200,000.
Facilitated management training seminars and was cited for exceptional performance by sponsors and participants.

Earlier Career Achievements at Castrol North America
Various cost and financial accounting positions of increasing responsibility (1976-1992)


COMPUTER SKILLS:
Very knowledgeable with SAP FI/CO, Oracle E1
Proficient in MS Excel, Word, PowerPoint
Hyperion
TM1

EDUCATION:
Bachelor of Science in Accounting, Kean University, Union, NJ (1976)

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