JOHN E.

COLE
25 Lake Whittemore Drive
Spencer, MA 01562
Phone: (508) 450-2106 Cell: (508) 450-2106 E-Mail: jc4e3f56@westpost.net
PROFESSIONAL PROFILE
Results driven Executive with over 15 years of senior level management and strat
egic planning experience in Finance and Operations. Focused leader, with the ab
ility to work across many divisions/business units to create cohesion and buy-in
. Proven history of providing significant contributions to operational improvem
ents, P&L, cash flow and revenue growth. Deliver results that exceed business o
bjectives for cost containment and productivity.

* Strategic Planning * P&L Responsibility

* Business Development * Budgeting/Forecasting
* Capacity Planning * Cost Accounting Experience
* Finance/Accounting Management * Cash Flow Management
* Cost Control/ROI Strategies * IT/ERP Responsibility
* Software Applications/SAP * MRP Experience
* Inventory Control Management * Excellent Communication Skills

EXPERIENCE
AM BROADBAND Canterbury, CT
Controller 2007-Current
AM Broadband is an industry leader in providing out-sourcing of telecommunicatio
n support to companies such as Comcast, Verizon, Charter and other telecommunica
tion companies in the United States.
Hired to assist the CFO with the implementation of accounting and administrative
policies and procedures, the establishment of unified billing practices across
North America, increasing cash flow and updating the current ERP system for the
organization.
Accomplishments:
* Reduced DSO from an average of 90+ days to less than 75 days. When I first sta
rted we had 26% of receivables over 90 days of which, 20% exceeded 120 days with
5% exceeding 200 days.
* Established clear and precise invoicing and receivable polices and procedures
to enable and enhance the area Manager's ability to work with our customers to c
orrectly invoice and collect receivables.
* Currently lead team to upgrade the company's ERP legacy system to a newer syst
em, which will better serve our business model and improve customer satisfaction
.
* Currently working on initiatives to reduce costs, reduce inventory and establi
shing a manual, which will outline all of our Accounting practices and principle
s to ensure that we are GAAP compliant and which, will improve operating results
.
* Mentoring and training Accounting staff to reduce monthly closing cycle, impro
ve budgeting and forecasting techniques and ensure that our quarterly and year-e
nd banking and financial audits do not result in any non-compliances.

KARL STORZ ENDOVISION COMPANY 2000-2007

Charlton, MA
General Manager 2005-2007
Karl Storz Endovision is a privately held German owned company that is a "world
class" manufacturer of medical device equipment primarily used in non-invasive s
urgeries.
The General Manager is primarily responsible for managing, growing operations, o
verseeing the Director of Plant Operations, R&D, Finance, Quality Control, Facil
ity's, and Human Resources. Position reports directly into the CEO of the North
American Region. The position is also responsible for setting the strategy to c
ontinue the double-digit growth in sales and profits year over year.
Accomplishments:
* Brought out sourced product line in house and set it up in a Lean environment
with a 65% reduction in cost.
* Scrap driven down by 65% or to slightly less than 1% of sales.
* Sales revenue organically grown 17% or $9M.
* Schedule adherence to customer promise date increased from 75% to 95%.
* Lean concepts on certain product lines increased productivity up to 45%.
* Oversaw 30% increase in building space as manufacturing continued during on si
te build out phase and still recorded double-digit growth.
* Redesigned facility layout for improved manufacturing, material and process fl
ow.
* Traveled to sales and distribution locations in Los Angeles and Germany on a f
requent basis to understand the needs of Sales and Marketing to continuously imp
rove quality, reduce backorders and improve customer satisfaction.
Executive Director of Finance and Information Systems 2000-2005
Oversaw all of the day-to-day accounting, financial planning and information sys
tem functions including but not limited to the following activities: Assist sen
ior management in the evaluation of the economic impact of pricing, production a
nd investment strategies. Development of effective cost accounting methods and
pricing studies to set meaningful market and transfer pricing. Prepare and supp
ly analysis on the impact of corporate business strategies and investment plans.
Manager of the IS department and responsible for overseeing the preparation
of the monthly and year-end US and German financial statement packages.
Accomplishments:
* Managed 100% growth over the last 5 years while locations were consolidated in
to one building.
* Reduce inventory over $1.5M and increased inventory turns from less than 3 tur
ns per year to over 6 turns per year.
* Implemented cost reduction programs that represented a 2.5% reduction in cost
of goods sold year over year.
* Team leader in the successful implementation in the change of our ERP system t
o SAP.
* Eliminated $3.0M of unabsorbed standard cost variances.
* Successfully proposed and implemented a formal incentive bonus program for Dir
ector level positions.
SGPP / FURON CO. / CUSTOM COATING & LAMINATING CORP. Worcester, MA
Controller 1993-2000
Saint Gobain Performance Plastics (SGPP), formally owned by Furon Company and Cu
stom Coating and Laminating Corporation, is a global leader in the way of manufa
cturing advanced-technology polymer products
The Controller is responsible for a broad range of financial leadership respons
ibilities including business strategy sessions, general ledger and balance sheet
management, monthly financial statement reporting and analysis, financial budge
ting and forecasting. Responsible for all internal controls in accordance with
GAAP principles. Responsible for all year end financial reporting and the main
liaison between the site and outside audit firm. Responsible for developing and
maintaining standard cost system and determining product costs for the sales dep
artment.
Accomplishments:
* Worked closely with the General Manger to develop successful business strategi
es that would maximize revenue, reduce cost and increase margins. Increased gro
ss margin 25% since 1996.
* Team leader in the successful effort to reduce cost of sales by 5% year over y
ear.
* Created a customer profile analysis worksheet to analyze gross and contributio
n margins by customer, product line and product. Worked with Sales, Marketing a
nd Operations in an effort to improve margins.
* Reduced inventory by over $2,500,000 and increased inventory turns from less t
han 4 to 12 turns per year since 1994.
* Successfully switched computer system from a Digital VAX to a PC based platfor
m using QAD software.
* Team leader for the successful implementation of Standard Cost System from ABC
costing system.
* Reduced the monthly closing cycle time from fifteen to three days.
KIRK EASTERN COMPANY, INC. Gardner, MA
Controller/Office Manager 1981-1993
Kirk Eastern is the premier manufacturer of tubing in New England using a variet
y of metals and producing tubing to specific shapes and diameters as identified
by the "end-user" to primarily support the furniture industry.
Provided financial leadership and assisted Operation Manager in all facets of ma
nufacturing operations: including production policies, procedures and problem so
lving. Acted as Controller and supervisor of a staff of five including administ
ration of all accounting functions, accounts payable and receivable, payroll, ge
neral ledger, credit and collections, banking and cash flow management. Prepara
tion of monthly and year end financial statements including internal audit work
papers and account analysis. As the Office Manager, I purchased raw material, p
repared production schedules, developed price lists and determined standard and
product costs.
Accomplishments:
* Improved operating efficiency by implementing ERP system of all accounting and
manufacturing departments from a manual record keeping system.
* Sales and profits doubled.
* Reduced COGS by over 30%.
* Set up a product costing system to analyze cost vs selling price so company co
uld understand which products were profitable and which ones were not.
* Establishes 401K and Section 125 plans.
* Reduced bad debts from 10% to less than 1%
EDUCATION
Northeastern University Boston, MA B.S.B.A. 1981