Gregory White CPA

I oversee 14 manufacturing plants and 5 plant attached distribution centers totaling $1.5B in COGS and led the creation of a centralized supply chain manufacturing organization, establishing key processes such as operational rhythms, forecasting, and standard reporting across sites.

• Partnered with the VP of North America Operations to drive plant performance and optimize sourcing spend across materials, outsourced manufacturing, logistics, and freight.
• Led efforts to enhance the accuracy of COGS P&L and balance sheet projections, ensuring financial transparency and reliability.
• Worked with Commercial and Supply Chain teams to align demand, supply, production, and inventory.
• Established operational rhythms to ensure accountability for worldwide COGS, inventory, spending, and working capital performance.
• Delivered recurring financial visibility on COGS and cash flow through standard reporting for plants, distribution centers, and support functions.

Provided overall leadership for Global Supply Chain Finance in a $2.0B business unit, managing sourced products, manufacturing sites, and distribution centers.

• Delivered $23M in annual cost savings through productivity improvements across manufacturing, distribution, and sourcing.
• Developed standardized reporting mechanisms to monitor global site performance, identifying $17M in additional cost savings.
• Transitioned from a single-node to multi-node distribution model, driving operational improvements and enhancing customer satisfaction.
• Established centralized manufacturing operations for the Food Tower, improving reporting, visibility into key performance metrics, and decision-making.
  
  

• Led global manufacturing finance for 10 facilities in a high-volume business unit with $2.3B in annual sales.
• Oversaw financial planning, analysis, and reporting to align with strategic goals and drive performance improvements.
• Managed post-acquisition integration of Halyard into Owens & Minor, establishing finance operations and implementing FP&A and reporting functions to enhance financial visibility.
• Led financial analysis during COVID-driven demand surge, supporting rapid capacity expansion at Acuna and Honduran plants with $0.6M in incremental revenue.
• Collaborated with HR and finance to develop a core competencies framework and career planning tool for Global Finance professionals at Owens & Minor.

• Led global manufacturing finance for a $700M internal manufacturer of semi-finished goods, overseeing financial planning, analysis, and reporting for multiple sites.
• Drove cost optimization, profitability improvements, and operational efficiency while providing strategic financial insights to support decision-making.
• Implemented a new reporting model to explain year-over-year cost changes and enhance P&L transparency, improving collaboration with business units.
• Established a streamlined finance organization for Global Nonwovens, reducing headcount and eliminating non-value-added reporting.
• Led financial analysis for the closure of the NNF facility, identifying cost-saving opportunities and optimizing resources through plant consolidation.

• Led financial planning and analysis for a $1.4B business unit's supply chain, providing strategic insights, forecasting, and analysis to optimize resources and drive efficiency.
• Oversaw financial performance, pricing strategies, and profitability for a $300M business segment as commercial finance leader.
• Led a cross-functional team to streamline Lowes' returns process, reducing accounts in dispute and improving cash flow by $1.0M.
• Served as interim controller for two large plants, managing ongoing responsibilities and ensuring seamless operations.
• Worked with the Sr. Director of Finance to drive cash flow improvements, reduce inventory, and optimize working capital through targeted projects.

Held various leadership roles in manufacturing accounting and finance, overseeing FP&A, cost accounting, financial reporting, and operational finance across multiple sites. Demonstrated success in optimizing financial performance, managing COGS, driving productivity initiatives, and standardizing financial processes to support business growth.