Summary
Overview
Work History
Education
Skills
Timeline
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Kevin D. Mills

Dover,DE

Summary

With over 25 years of leadership experience, I am a finance and operations manager dedicated to driving impactful outcomes for organizations. As a collaborative team leader, I enhance and empower my team to achieve their goals. My flexible and innovative approach allows me to constantly search for ways to streamline operations and manage for maximum financial results. I am driven by a passion for finding innovative solutions that optimize efficiency and contribute to the overall success of the organization.

Overview

29
29
years of professional experience

Work History

Plant Controller

KRAFT HEINZ Company
08.2021 - Current
  • Manage and oversee all financial aspects of a large complex manufacturing plant producing 240MM pounds of product, operating 31 production lines producing 350+ finished goods SKUs, and managing $60MM of inventory
  • Developed and implemented cost-saving initiatives resulting in a 12% decrease in production expenses
  • Analyze and report on monthly financial performance to the plant manager, Ops team, and corporate headquarters
  • Hired, supervise and develop a high performing team of finance professionals that ensure accurate and timely financial reporting
  • Collaborate with production, constant improvement, and engineering teams to optimize inventory levels and reduce excess inventory costs and reduce inventory risk in the balance sheet
  • Design, Implement and maintain internal controls to ensure compliance with company policies and procedures
  • Prepare annual operating budgets and provide variance analysis to identify areas of improvement
  • Conduct regular inventory audits to ensure accuracy and minimize shrinkage
  • Implemented process improvements including labor analysis, crewing, waste and faulty product analysis thru leadership of cross-functional teams
  • Work with external auditors to facilitate annual plant audits and ensure regulatory compliance

Controller

Kent Construction Company
09.2020 - 08.2021
  • Directed the accounting and analysis function for a 43 year old, family owned, construction company (15MM annual revenue)
  • Researched, negotiated, and managed the ERP conversion from AccuBuild to Acumatica / Procore
  • Developed an integrated monthly financial statement package allowing the company directors to understand the company’s financial position to better understand profitability and manage expense
  • Successfully filed for forgiveness of Paycheck Protection Program loan
  • Established a monthly close process to give management more timely financial information to ensure completeness and consistency in the close, and account reconciliation worksheets to reduce the cost of outside CPA expense
  • Created a cashflows worksheet to track incoming revenue and quickly plan weekly cash disbursement runs

Assistant Controller

DOVER MOTORSPORTS/dOVER InternationaL SPEEDWAY
12.2003 - 09.2020
  • Successfully directed an accounting team of 10 located in 4 states to manage the general ledger function and create the monthly financial statements for seven companies including parent company for a publicly traded company ($60M annual revenue)
  • Created an integrated monthly financial statement package and annual budget process allowing the company directors to understand their departments expenses and better understand profitability and manage expense
  • Developed daily reconciliation processes for key accounts, standardized financial reports, forms, KPIs, and analysis reports, reducing closing from twenty days to six
  • Established a close tracking process to ensure completeness and consistency in the monthly close
  • Directed and managed the accounts receivable function averaging less than $10k in write-offs per year
  • Managed the development and documentation of all SOX accounting processes and maintain them on an annual basis
  • Hired, directed and managed sixty temporary employees in a $2MM money room for NASCAR and music festival events
  • Drove process improvement that developed efficiencies, and decreased staffing cost by 30% thru a feedback debrief loop with both full and part-time employees
  • Initiated a cross training program that helped increase staff motivation and understanding of all roles
  • Decreased the turnaround time for post-event sales analysis by leading the migration from a credit card machines to mPOS units
  • Planned and directed a $4MM dollar, four-day, high volume, short duration alcohol sales operation for the largest outdoor music festival on the east coast [250k+ attendees]
  • Plotted the 50+ point of sale locations over 100+ acres of festival grounds and developed the menus to maximize sales and efficiently restock
  • Developed an $500k order of alcoholic and non-alcoholic beverages from multiple distributors based on current sponsor agreements using prior trends, per caps, and demographics and coordinate the deliveries and load plan for each point of sale
  • Coordinated inventory operations with sponsor marketing activation teams and third-party points of sale on contract elements and deliverables
  • Developed and managed an inventory replenishment process using Smartsheet that allows a near real time understanding of usage and reorder needs during festival operations
  • Controlled the final inventory and manage the strike process; coordinating the return of unused product, reconciliation of inventory to sales, and calculate breakage and non-returnable product and the analysis of sales results, profitability, and trends

Controller

Republic SERVICES
01.2001 - 01.2003
  • Managed two divisions with 125 union and non-union employees at four facilities in and around Philadelphia, which grossed $45MM in revenue per year
  • Directed and managed the accounting function for a waste hauling company division, including a recyclery, and three transfer stations in and around Philadelphia ($40M annual revenue)
  • Assumed General Manager role in addition to the Controllership role for six months while the general manager was on medical leave
  • Developed a price increase strategy for the waste transfer division
  • Analyzed pricing models and competitor pricing
  • Price increase was successful in doubling the divisions budgeted net income from $1.2MM to $2.4MM for the year
  • Mentored a struggling credit and collections manager (potential dismissal) coached the manager and developed their leadership skills
  • The manager went on to reduce the accounts receivable 90+ day balances from $275k to $60k and DSO from 60+ days to 32 days in just over a year
  • Managed the budget process for two divisions of a fortune 500 company
  • Scheduled individual and group meetings to involve all managers and supervisors in the budget process
  • Created a budget that held all managers responsible based on realistic goals
  • Attained profitability and operational efficiency

Controller

BROWNING FERRIS INC
01.1996 - 01.2001
  • Directed the accounting and analysis function for two hauling company divisions including a medical waste profit center ($30M annual revenue)
  • Managed the conversion of two $15MM divisions of a $6B fortune 500 company to SAP3 software including the oversight of the hardware installation, training of personnel, and the conversion of financial and statistical data
  • Analyzed an under performing division to determine financial strengths and weaknesses then developed and implemented both financial and operational strategies which improved the division from 2% to 12% net income in less than two years
  • Assessed the value of a $3.5MM acquisition of a local competitor thru due diligence and financial analysis
  • Planned and coordinated the acquisition and the integration of the competitor’s database, assets, personnel, and customer database
  • Planned and organized the billing conversion of an 18K customer acquisition from monthly to quarterly billing and changed service days to facilitate a re-route
  • Coordinated both internal and external billing departments in creating marketing materials informing customers, and handling customer concerns
  • Cut billing expense by two thirds and created a more manageable billing cycle
  • Decreased the DSO and reduced billing issues on the divisions largest customer by the set-up and maintenance of a web-based invoicing system
  • Reduced disputed invoices and associated credits and decreased payment time by using the billing system and converting to EFT
  • Built out a customer service call center and billing department that could successfully manage customer calls and concerns and drive the monthly billing process
  • Successfully developed a team of four customer service representatives that raised the customer satisfaction ratings of 35k single subscription customers
  • Managed the installation, training, and data integration and data maintenance for Biotrack, ‘cradle to grave’ medical waste tracking system, for the divisional medical waste group
  • Created a closed billing system that linked us with our disposal facilities and provide easier more efficient tracking of waste and reporting to governmental agencies

Education

Bachelor of Science - Accounting

Waynesburg University
Waynesburg, PA

Skills

    Financial Statement Internal Controls Operations Financial Variance Analysis Budgets Manufacturing Accounting Sarbanes Oxley Team Leadership Process Improvement Inventory General Manager Data-driven Decision Making Planning Budgeting & Forecasting Cost Variance Analysis

Timeline

Plant Controller

KRAFT HEINZ Company
08.2021 - Current

Controller

Kent Construction Company
09.2020 - 08.2021

Assistant Controller

DOVER MOTORSPORTS/dOVER InternationaL SPEEDWAY
12.2003 - 09.2020

Controller

Republic SERVICES
01.2001 - 01.2003

Controller

BROWNING FERRIS INC
01.1996 - 01.2001

Bachelor of Science - Accounting

Waynesburg University

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Kevin D. Mills