Roger L. Luebbe, CPA

Temporary secondment ended and my focus returned solely to the McPherson site.

Continued day to day responsibility for the McPherson site (noted below) while adding Operating Unit support for the Rocky Mount, NC site

• McPherson and Rocky Mount sites are 2 of the larger facilities in the Pfizer network that consist of ~40 manufacturing facilities around the world
• Role supported the Operational Vice President over both sites and direct responsibility for finance teams in both locations
• Areas of focus include: Capital planning, Cost Accounting, Annual planning, Monthly reporting, Long Range planning, Cost Competitiveness analytics, Business partnering, Succession planning & Talent Development, and various other support activities.

Provide strategic, financial and analytical support for a key manufacturing operation in the Pfizer Global Supply network (~$500M in COGS)

• Developed a culture of business partnering, accountability, and transparency to facilitate dramatic changes required to make the site a viable part of the network
• Implemented KPI’s for daily, weekly, and monthly indicators throughout the organization leading to real time visibility for key decision making
• Led the site through an SAP implementation in 2023
• Eliminated non value added processes, automated manual processes where possible, refocused staff from statutory activities to value added business partnering activities while maintaining a robust compliance, reporting, and internal control environment
• Part of a Pfizer Global Supply Team responsible for optimizing the Manufacturing footprint and re-structuring the network through closures and/or technical transfer of key molecules
• Supported strategic investment analytics that drove $500M+ of site investment over a 5 year period
• Supported remediation investment efforts resulting from a Warning Letter and Official Action Indicated (OAI) status received from the FDA in early 2017 ($200M spend over 2 years)
• Led integration efforts to align with Pfizer policies, reporting, and financial practices resulting from the 2015 acquisition of Hospira

Provide strategic, financial and analytical support for the US Distribution Center, two manufacturing sites, and a product research facility all consolidating into the Indiana Technical Operations regional site, a strategic operation within the world wide BMS network

• Managed staff responsible for analysis, P&L reporting, standard costing, internal controls, projections, budgeting, and capital & strategic planning for the campus
• Legal Entity Finance lead for carving out Mead Johnson Nutritional operations (IPO in 2/09) from a shared legal entity and SAP plant code structure
• Implemented flash reporting processes focusing on measuring current financial performance vs Forecast to ensure timely identification of risks and/or gaps
• Re-engineered annual business planning and forecasting processes to eliminate non value added activities, utilize systemic tools where possible, and drastically reduce the resources and time involved
• Aligned staff to support Strategic Analysis, Cost Accounting, Financial Reporting, and Internal Controls in the most effective manner as well as incorporating developmental opportunities for high performers
• Reduced overall close time from 5.5 days to 2.5 days.

• Consolidated 11 manufacturing facilities from 5 former independent operating groups, into 1 consolidated operating group with COGs of $1 billion
• Developed divisional policies, implemented standard operating systems, and designed processes to facilitate compliance with internal controls and the initial roll out of Sarbanes Oxley
• Developed overall consistency across business units previously accustomed to running autonomously
• Directly supervised 11 Plant Controllers and 4 headquarters staff providing feedback, support, and development on a regular basis to ensure proper alignment with Operations and Finance goals
• Supported the commercialization of new products and provided financial analysis to understand all cost components of new product efforts.

Part of a management team responsible for leading the facility through 3 major expansions in 4 years, increasing volume by 80% and business segment reporting from 2 to 6 value stream P&L's

• Implemented weekly systemic management routines around all major expense components in the facility to help control an expanding cost structure
• Managed all finance processes for monthly close, forecasting, budgeting, and financial reporting activities along with ensuring compliance with Company policies, GAAP, and the Company’s Code of Business Conduct
• Participated on two transition teams responsible for acquisition due diligence and implementation of CCNA systems/processes
• Developed budgeting models and processes utilized in a joint venture agreement with Danone
• Led two system implementations (payroll replacement and initial maintenance system).

Strategic career move designed to gain valuable SEC and international reporting experience

• Implemented use JDE tools to systemically eliminate intercompany transactions, reducing close time by nearly a day
• Participated on a conversion team responsible for rolling an upgraded JDE version to all worldwide locations
• Assisted in monthly consolidation of Gateway’s global operations consisting of multiple domestic and international entities
• Calculated hedge journal entries and assisted the company’s foreign entities with foreign currency exchange gains and losses and all close and post-close functions
• Assisted with the preparation and review of SEC filings and other external financial documents for Gateway’s consolidated operations

• Established management routines around efficiencies, yields, and budget variances
• Increased accuracy of daily P&L estimates by 20%
• Gained valuable finance/cost experience working in an industry with volatile market conditions and traditionally low margins.

Senior Staff Accountant

• Assisted in monthly closing of a multi-company, multi-division general ledger system for the generation of consolidated financial statements
• Prepared overviews of monthly operations for executive management and quarterly financial charts for Board of Directors' meetings.

Internal Auditor

• Performed corporate and plant audits for compliance with company and governmental policies, and good business practices
• Assisted outside auditors for twelve weeks on interim and year-end audit work.

• Prepared G/L entries, financial statements, budgets, and fixed asset schedules for twelve separate entities.