Finance & Audit

Most manufacturing leaders understand operations but struggle to translate operational decisions into financial impact. With formal education in accounting combined with engineering and operations expertise, I bring sophisticated financial analysis to manufacturing leadership; understanding not just how to improve operations, but how those improvements affect profitability, cash flow, and shareholder value.

Manufacturing Cost Analysis

• Cost accounting for manufacturing operations

• Standard cost development and maintenance

• Variance analysis (material, labor, overhead)

• Cost-per-unit analysis and tracking

• Direct vs. indirect cost allocation

• Activity-based costing (ABC) implementation

• Product line profitability analysis

Budget Management & Planning

• Annual operating budget development

• Capital expenditure (CapEx) budgeting and justification

• Rolling forecasts and scenario planning

• Budget variance analysis and corrective actions

• Department/cost center budget ownership

• Headcount planning and labor cost management

Financial Analysis & Modeling

• ROI analysis for capital investments

• Payback period and NPV calculations

• Make-vs-buy financial analysis

• Financial modeling for business cases

• Sensitivity analysis and risk assessment

• Break-even analysis for new products/processes

• Advanced Excel and VBA for financial automation

Performance Metrics & KPIs

• Financial KPI dashboard development

• Gross margin analysis and improvement

• Working capital management (inventory, AR, AP)

• Cash flow analysis and optimization

• EBITDA improvement initiatives

• Financial ratio analysis and benchmarking

Internal Controls & Audit

• Internal control development and documentation

• Inventory control systems and cycle counting

• Asset management and fixed asset tracking

• Audit preparation and support (internal/external)

• Process documentation for financial controls

Cost Reduction & Profitability Improvement

• Waste elimination and cost avoidance programs

• Material substitution and value engineering

• Labor productivity improvement (financial impact)

• Overhead reduction strategies

• Profitability improvement roadmaps

• Business Case Development

• Capital project justification and ROI modeling

• New product/process financial feasibility

• Market entry business case analysis

• Automation and technology investment cases

• Facility expansion financial planning

• Merger/acquisition operational due diligence

Most accountants don't understand manufacturing. Most engineers don't understand finance. I bridge both worlds.

What This Means for Your Organization:

• Capital investment decisions backed by rigorous financial analysis AND operational reality

• Cost reduction initiatives that actually improve profitability (not just cut costs)

• Budget owners who understand variance drivers and take corrective action

• Financial reporting that connects operational metrics to financial outcomes

• Business cases built on realistic operational assumptions, not wishful thinking

I translate complex financial concepts into actionable operational insights, ensuring manufacturing leaders understand the financial implications of their decisions. Every cost reduction initiative considers quality, delivery, and long-term sustainability, not just short-term savings.

I bring advanced financial analysis to manufacturing environments, combining formal accounting education with real-world operational experience. This ensures financial models reflect manufacturing reality and operational improvements translate to sustainable financial results.