I am a diverse, results-oriented leader with a proven proven of financial control, cost reduction, process improvement and reporting refinement with strong analytical and motivational skills, and with a technical understanding of cost analysis and variance analysis in both discrete and repetitive manufacturing environments.
I have a work record that ranges from $50M enterprises with a broad range of responsibilities to multi-billion dollar corporations with a focus on technical cost accounting, manufacturing, and fiscal leadership.  I have hired, trained, developed and promoted skilled teams of professionals.
I have a track record of taking ownership and being accountable, continuous upward mobility, and a history of successfully assuming additional responsibilities while affecting positive results.
I have a strong systems understanding that has been refined through system selections and conversions, upgrades and implementations, and comprehensive cost accounting revisions on SAP, Oracle 11i, IFS, and MS Dynamics NAV.  I have driven change in a variety of industries that include: high tech electronics, genetic analysis and diagnostic testing, biotech, medical device manufacturing, retail consumer products, agricultural operations, computer storage devices, computer server assembly, food processing, and military defense sub-contracting.

SOFTWARE/SYSTEMS
SAP R3 FICO, Oracle, SAP Business One, Vena, MS NAV, Great Plains, MS Excel, Google Sheets, MS Word, Paradox, MS Access, Monarch, PowerPoint, ASK ManMan, JD Edwards, IFS, Lotus Notes, Reveal, Data Dimensions ESS Base, Cognos Impromptu, QuickBooks, Hyperion Financial Management (HFM);  Centage Budget Maestro;  Certified in Stratotech Demand-Based Mfg [DBM] Techniques; Proficient with DOS/Windows-based and Apple computers.

• Reporting to CFO, eff 4/1/2021 reporting to VP of Finance
• Manage team of 5 Analysts;  hired Finance Manager, hired Operations Plant Controller
• Collaborate with Operations;  provide detailed analysis of site performance.
• Developed Logistics model to estimate freight expense based on customers, products, lanes.
• Define cost center structure for budgeting/planning and cost pool definition
• Implement activity-based, full absorption standard cost scheme
• Cash Flow Management: forecast/projection and comparison to actuals
• Define Weekly Forecast process and reporting
• Validate Operational KPIs and Other metrics for Sr Mgt, Functional leads and individuals
• Develop analytical tools and schedules to identify and assess root-cause of variability
• Define Inventory Risk Assessment process and management of reserves
• Evaluate team members.   Make necessary staff upgrades.
• Key member of S&OP Process driving results and accountability through identification of specific targets with fiscal impact.
• Support Manufacturing Plants in Jacksonville, Indianapolis, Riverside, Ventura
• Facilitated migration from QuickBooks to SAP Business One.  Refine chart of accounts, refine warehouse structure, define department scheme, define site-specific cost pools and rates calculations, define absorption cost accounting transaction process flow.
• Facilitate automatic posting of payroll from uAttend and ADP systems to SAP.  Facilitate automatic posting of Concur to SAP.
• Host training sessions with Accounting, Operations, Supply Chain/Sourcing, Inventory Control, Sales & Marketing regarding new cost center structure.  Implemented cycle of formal cost center-level reviews.
• Review all systems and processes for scalability to meet future growth projections
• Analyze Customer, Product, Meal Level margins, costs, ASPs for meeting target contribution.

Senior Director of Financial Planning and Analysis

• Reporting to VP of Finance for Healthy Fruit Division;  reporting to CFO eff Dec 2019
• Oversaw Manufacturing Plants in Santa Maria, Oxnard, South Gate, Edwardsville, Jacona.
• Formalized and standardized KPIs and Metrics to achieve financial results
• Full Budgeting, Forecasting, Variance analysis responsibility for plant locations.
• Provided analytical support for new business opportunities
• Modeled costing for highly seasonal business to understand drivers of variability
• Trained, developed, promoted new plant controllers to achieve operational and financial goals
• Managed and facilitated transition of responsibilities for Placentia office closure.  Offered and accepted retention bonus.

Director of Operations / Supply Chain Finance

• Dual reporting lines to PM CFO and GM North America
• Full P&L and Bals Sheet Responsibility to include: AR, AP, G/L, Payroll, Banking and Cash Management, Cost Accounting, Risk Assessment, Compliance, Reporting.
• Devised and Set Fiscal Goals for the region.  Established KPIs in support of goals.  Ensured regular tracking of KPIs to achieve goals.
• Hosted Monthly Financial Review of Actual Performance to Targets for Sr Mgt.
• Responsible for 3 Manufacturing Sites, 4 Site Finance Sr Managers, 1 consulting manager, and 15 extended staff personnel (AR, AP, GL, Payroll).
• Based at Secure Site (Carlsbad) operating under SSA and AOP.
• Affected changes resulting in lower scrap, lower overtime, lower manufacturing variances.
• Increased inventory turns, lowered inventories, improved cash flow.
• Managed the company's acquisition by VC firm (June 2018), managed and implemented changes to include re-organization, relocation of roles, reduction in staff.  Stabilized staff turn-over.
• Hired, trained, developed new site Finance Managers.  Terminated under-performers.
• Revised month-end close processes for quicker close cycle and faster reporting of results.
• Served as key business partner for Business Opportunity Evaluations, Product Profitability Analysis, Tariff Effect and Mitigation, Cost Improvement Initiatives, Business Divestitures.

Regional Director of Finance, North America

• Reporting to CEO;  eff Jan 2017 report to VP Corporate Controller
• Co-authored corporate policies and principles for start-up organization
• Set Operating Targets for 2017 based on the company's strategic value creation plan
• Hosted formal review of company financials at monthly Exec Mgt meeting
• Redefined roles and responsibilities within accounting and finance
• Established formalized process of documenting SOPs and Work Instructions
• Established regular, recurring review of budget vs actual expenses with dept managers
• Migrated all fixed assets from off-line system to main ERP (MS NAV)
• Defined fixed asset policy and lease procurement policy
• Reconciled and refiled prior property tax filings to Yuma County for refund
• Provided standard methodology for evaluating proposed business cases
• Established standard methodology for evaluating ROI, IRR and payback on capital projects
• Devised corporate strategy to minimize close cycle times
• Drove organizational focus on entire product fulfillment cycle
• Provided analytical support to AG Ops and Plant Operations regarding Metrics and KOIs
• Became a key business partner to Operations, Product Innovations, Sales
• Generated daily cash report for CEO, CFO
• Processed wire transfers as back-up to treasury function
• Provided finance support by evaluating ROI and IRR for new product innovations group business proposals
• Point of contact for capital lease financing group to update NOLV.
• Facilitated procurement, set-up, and implementation of Budget Maestro planning and reporting tool as core team of super-users.
• Provided considerable data processing support to HR team in support of class-action case regarding union timecard punches.

Director of Accounting and FP&A

• Reporting to VP of Global Critical Care Manufacturing Operations
• Full ownership and responsibility for COGS regarding budgeting/planning/forecasting and variance analysis
• Developed 5-Year Strategic Plan to set operational objectives
• Developed standardized methodology for measuring efficacy of Value Improvement Plans (cost reduction activities)
• Set Key Results and Key Performance Indicators and other metrics for achieving strategic plan
• Defined standardized templates for use by all sites and coordinated budgeting/planning/forecasting process for consolidated view by business leaders
• Defined Zero-Based Budgeting guidelines for 2016 Annual Operating Plan for Operations
• Developed working relationships in highly matrixed work environment across multiple functional areas
• Implemented formal process of documenting finance activities to facilitate training and cross-training amongst team members
• Collaborated with Sales, Marketing, Finance, Procurement, Supply Chain, Logistics to qualify SKUs for discontinuation.   I drove the analytical approached used by the team, which reduced SKU count by 2000 parts (40%).  This alleviated need for additional FDA Compliance efforts to bring active SKUs up to current specifications.
• Implemented formal process of review and trouble-shooting finance close activities to eliminate non-value add activities and redundancies, saving considerable time during close cycles
• Directly Managed team of one associate manager and one associate analyst
• Indirectly Managed full accounting teams in Puerto Rico and Dominican Republic sites.

Director of Finance

• Reporting to VP/Controller
• Full ownership and responsibility for COGS regarding budgeting/planning and variance analysis
• Managed team of two cost accounting managers and one temp
• Hired new cost accounting manager
• Implemented several process improvement, process refinement, responsibility definition, and close cycle time-reduction initiatives and projects
• Revised Chart of Accounts;  implemented project to covert COS to 5-series chart of accounts
• Qualified and tracked costs associated with clinical trials
• Developed accurate cost-per-test methodology for financial reporting and operational focus on cost reduction opportunities
• Devised a restructure of standard cost elements for greater visibility to cost composition
• Implemented scrap reason code usage
• Implemented project to limit use of material types and provide definition to end-users for inclusion into their SOPs
• Project Leader for Dodd-Frank Act compliance measures
• Devised formal process of work instruction maintenance for cost accounting team.
• Implemented robust cycle count program and metrics towards reliance as key control
• Moved quarterly close activities to monthly cycle for less variability
• Key Contributor to implementation of MRB process for Diagnostics business
• Ensured robust internal controls are well documented and performed with regular frequency
• Implemented a periodic manufacturing operations review of key operational metrics
• Redefined the company's excess and obsolescence methodology
• Ensured material weaknesses incurred at end of 2011 were not repeated, meeting all SOX compliance, internal control and external auditor requirements
• Conducted two full physical counts resulting in minimal financial impact to the organization
• Defined formal month-end review of budget vs actual for COGS departments
• Provided due diligence related to divestiture of business entity effective June 2014
• Developed managers to focus on operational metrics versus routine close and costing activities

Cost Accounting Senior Manager

• Reporting to Sr. Vice President of Manufacturing and Sourcing
• 2011 - reported to CEO;   2012 - reporting to Sr. Vice President of Optical Manufacturing
• Function as Manufacturing Operations Controller and Global Cost Accounting Manager for multiple plants across several countries;  responsible for master data for COGS accounts and cost centers
• Facilitated implementation to world-wide chart of accounts for parent company and all subsidiaries
• Provided analysis regarding material margins, inventory obsolescence and reserves, labor and overhead applied to inventory, purchase price variances, variance analysis of actual-to-budget departmental expenses, and cost reduction opportunities
• Devised, coordinate and monitor goal-based key performance indicators and metrics that drive efficiency and reduce cost through-out the manufacturing organization.  Report on efficacy of KPIs and Metrics on daily, weekly and monthly basis to Oakley and Luxottica senior management.
• Managed, Trained, Developed a staff of six Cost Accountants and one administrative assistant;  hired two Sr Cost Accountants;  promoted one Cost Accountant to Sr Cost Accountant;   promoted two persons to supervisors
• Managed expatriate on assignment in Italy;  manage foreign national on assignment locally
• Developed business analytics to focus manufacturing group activities on opportunities regarding yield improvement/scrap reduction, labor efficiency, and reduction of indirect materials
• Devised a strategy to enhance integration activities, improve coordination and communications through personnel exchange with foreign parent company
• Provided operational finance direction and support to Manufacturing & Mfg Engineering, Quality, Production, Warehousing, Shipping, Warranty, Repack at Corporate and other manufacturing sites
• Liaison between Manufacturing and Corporate Accounting; attend CFO's weekly staff meetings
• Drove reporting integration of Oakley's manufacturing results as a division of Luxottica reporting on actual cost-based key performance indicators and metrics into Luxottica's brand management schedule
• Drove several process improvement initiatives surrounding process definition and documentation, accountability and reporting metrics, new part releases, management of obsolescence, product life cycle, inventory controls, BOMs and routings, budgeting/forecasting, fixed asset tracking/reporting/budgeting, cycle count programs and metrics, A/P monthly processing activities, payroll accruals, etc.; these activities are both within and outside of the manufacturing organization
• Provided analysis and diligence support for Footwear Product Line restructuring
• Provided financial support for bi-annual parking lot sales, including analysis of slow-moving inventories and sales profitability; provided pricing sensitivity analysis for these events
• Provided risk analysis for Eyewear, Footwear and Apparel inventories at Corporate and subsidiaries
• Redefined month-end close activities for proper inventory valuation [analysis of variances]
• Defined routine metrics for cost center managers, and periodic review mechanism for budget vs actuals
• Developed $350M annual budgetary operating plan for Manufacturing/COGS. Reported and provided analysis on spending variances. Reported at Monthly Sr Management Margin Review
• Drafted world-wide inventory valuation policy. Manage standard cost system and annual revaluation process within this policy
• Performed profitability analysis, including pricing sensitivities, for X-Metal factory [Nevada]
• Redefined broad overhead pool into more relevant sub-pools for improved operational efficiency metrics
• Transitioned overhead application that was based on sales price tiers to more standard labor and material cost basis
• Defined and provided operational controls for newly acquired subsidiaries
• Trained, directed and motivated a team of highly competent professionals through leadership; instilled a sense of action, results, and ownership; provided incentives when appropriate for exceptional performance [via spot bonus]
• Provided technical cost accounting guidance and support to various business segments with unique inventory valuation schemes, operating constraints, and business models

Cost Accounting Senior Manager / Manufacturing Plants Controller

• Reporting to Corporate Controller
• Provided analysis regarding material margins, inventory obsolescence and reserve, warranty reserve, labor and overhead applied to inventory, purchase price variances, variance analysis of actual-to-budget departmental expenses, and cost reduction measures
• Developed annual budgetary operating plan. Reported and provided analysis on spending variances.
• Managed standard cost system and quarterly revals. Drafted world-wide inventory valuation policy
• Developed comprehensive model for review, comparison, and research of variances for mgt team
• Financial support person for new product releases. Provided financial review/authorization for quotes
• Completed year-end audit schedules for external auditors for fiscal year-end
• Performed cost accounting duties including standards review and updates, BOM accuracy testing, month-end close adjustments, reconciliation of inventory accounts
• Member of IFS Super Core Team. Identified inconsistent set-up parameters that materially affect profitability & reporting. Lead discussions on system enhancements, process improvement and documentation, and data integrity review. Trained non-financial personnel on correct system usage.  Responsible for maintenance of inventory movements to g/l account mappings [IFS posting controls]
• Supervised A/P position. Provide site-wide training for operations/purchasing/planning functions on IFS
• Lead weekly material variance review with operations management staff.
• Streamlined capital acquisition process. Streamlined fixed asset reporting.
• Implemented changes in financial measures to better fulfill management information requirements.
• Created comprehensive material margin model, which provides margins by customer, product, territory, customer & product combination, and strategic business unit.
• Special projects/presentations to Sr. Mgt Staff on cost sensitivities regarding volume flexing, material cost reduction, personnel head-count changes/shift additions, yield improvements
• Traveled to Switzerland to develop fully-burdened standard costs, drove further utilization of ERP system, developed custom reports for Swiss operations/mgt team
• Implemented repetitive manufacturing process and devised system parameters and controls

Cost Accounting Manager

Find out detailed information about Eduardo (Eddie) Castillanes,  

Eduardo (Eddie) Castillanes:

Eduardo (Eddie) Castillanes

Fresh Realm, Inc

SunOpta, Inc

Laird Technologies, Inc

Organic Girl, LLC

Edwards LifeSciences, Inc

Sequenom, Inc

OAKLEY

MAXWELL TECHNOLOGIES

San Diego State University