MICHAEL INGRAMHouston, Texas | 713.632.5924 | mikeingram11@gmail.com | LinkedIn

VP Finance | Certified Public AccountantAccomplished Operations Director with more than 20 years’ leadership experience driving strategic solutions, project management, quality assurance, and finance functions of complex business enterprises. Diverse business experience on national and international levels and proven track record in developing, implementing and reengineering business and financial processes at the site, division and corporate levels. Partner with business units and a manager of development teams, skilled at aligning business activities with established objectives. Motivating leader who develops, mentors, and empowers employees to excel.

CORE SKILLSInternal Controls | Sarbanes-Oxley (SOX) Compliance | GAAP | Variance Analysis | ERP ImplementationProject Management | Six Sigma | Budgeting & Forecasting | Cost Accounting | Statistical Analysis

PROFESSIONAL EXPERIENCE

ROPER TECHNOLOGIES | AMOT CONTROLS-Houston, Texas 2007–2016Vice President, Finance (2012–2016)

Promoted to position while maintaining all previous responsibilities as Division Controller. Shifted primary focus to strategic planning, working with the President and the leadership team to drive the international business objectives and maximize operating profit. Managed 5 direct professionals and total of 30 employees. Realized $1.4 million spending reduction during a market downturn by leading initiative to reduce workforce

at three global locations. Maintained positive operating leverage and increased profits without affecting critical department spend, particularly in engineering.

Reduced department expenses 20% by designing and executing the plan to move the San Diego and Edmonton accounting functions to Houston, allowing better coverage and brought consistency to all procedures.

Collaborated with VP of IT to oversee system integration of four different MRP systems to one system (IFS). Coordinated finance, operations, and customer service integration teams to meet timeline and managed budgeting goals. Implementation was conducted on time and 15% under budget ($150,000).

Led the divestiture of a product line that did not provide viable growth opportunities and was requiring a disproportionate amount of SG&A support adversely affecting the bottom line.

Managed financial integration team of product line acquisition from General Electric (GE). Negotiated $650,000 resolution of an opening balance discrepancy with GE. Led the financial integration of a

product line acquisition including finalizing purchase agreement. Implemented a file sharing process greatly reducing need to send large files through e-mail.

Division Controller (2010–2012)Original role expanded to include UK, China and Germany–all remaining sites continued to report to the VP of Finance. Managed 6 direct reports and total staff of 28 employees–including global reporting of Germany, U.K., China and U.S. Managed accounting processes across all sites and determined and implemented best practices. Created

consistent policies and procedures including; sales credit processing process, CER documentation process and financial close reporting (breakeven reports, bridges, key performance indicators, etc.)

Realized 40% reduction of the financial close schedule by streamlining consolidation process eliminating redundancies and automating financial packages through ERP downloads.

Converted all sites to ERP software to manage budgets and forecasts versus handling offline excel spreadsheets.

Controller, North America (2007–2010)Managed all aspects of the accounting and finance departments for the Houston, San Diego and Edmonton manufacturing sites. Directed staff of 15 including six direct reports (San Diego Controller, Edmonton Controller, Accounting Manager, Accounting Supervisor, Cost Accounting Manager and Payroll Manager).

Discovered over $100,000 wire fraud perpetrated by the accounts payable specialist resulting in a criminal conviction and the design and reorganization of the accounting department.

Instituted accounting controls to prevent theft; eliminated gaps in security and recognized significant improvements in efficiency and audit results. Realized 15% reduction in costs, improved cash flow through collections, and addressed multiple vendor issues due to no/slow payments.

MICHAEL INGRAMPage 2 | 713.632.5924 | mikeingram11@gmail.com

DRESSER-RAND CORPORATION-Houston, Texas 2007Project Manager, Mergers & Acquisitions

Managed the integration process of an active acquisition reporting to the Director of Acquisitions. Reviewed integration plans with all departments and expedited where necessary to maintain required timeline.

CDI CORPORATION-Houston, Texas 2006–2007Director of Finance

Directed accounting and financial reporting of the Engineering Services Group of CDI. Reported to the Senior Vice President of Operations with a dotted line to the Vice President of Finance. A reorganization of the corporate structure eliminated this position.

TYCO INTERNATIONAL | TYCO VALVES AND CONTROLS-Houston, Texas 1999–2006Plant Controller (2005–2006)

Member of a team tasked to turn around a plant that was struggling operationally and financially. In addition, a plant in Pennsylvania had been closed with the manufacturing responsibilities moved to Houston. Realized $1.5 million first year savings after implementing changes needed for a successful integration and

necessary cost savings utilizing Six Sigma processes.

Group Controller (2003–2005)Member of executive team that reviewed Six Sigma projects and provided multi-site plant managers with sound ethical accounting advice for making operational decisions. Managed accounting manager, cost accountant, and Controller; ensuring GAAP and Sarbanes-Oxley compliance.

Assistant Controller, Valve Manufacturing Group (2001–2003)

Directed all aspects of the corporate financials including reconciliations, balance sheet reporting, cash flow analysis, and income statement to be reviewed by the Divisional Controller. Consolidated SEC quarterly and annual reports (10Q & 10K) for the Valve Manufacturing Group.

Cost Accounting Manager (1999–2001)

Managed process of calculating overhead rates for standard costing of manufacturing facility; reviewed variances and adjusted procedures to minimize variance fluctuations.

EDUCATION

UNIVERSITY OF HOUSTON Master of Business Administration, BusinessUNIVERSITY OF CENTRAL OKLAHOMA Bachelor of Science, Accounting cum laude

TECHNICAL SKILLS

Microsoft Office: Word, Excel, and PowerPoint | Hyperion Financial Management | IFS (ERP System)

CERTIFICATIONS AND PROFESSIONAL MEMBERSHIPS

Certified Public Accountant, Oklahoma American Institute of Certified Public AccountantsTexas Society of Certified Public Accountants Member of Toastmasters International