DOUG MILLSdougmills84@icloud.com | 281-414-7080

PROFESSIONAL SUMMARY

Product Line Controller – Region Controller - Business Partner – Plant Controller – ERP Implementation – Financial PlanningBudgeting - Forecasting – Financial Modeling – Coordinate Audits – Internal Controls – Capital Efficiency – Asset ManagementManufacturing Accounting – Inventory Control - Continuous Improvement through KPI’s – Problem Solver – Effective Presenter

EMPLOYMENT HISTORY

WEATHERFORD, Houston, TX 1995 – Present Formation Evaluation Manufacturing Product Line Controller (July 2012 – January 2016) Manufacturing accounting responsibility for 9 manufacturing facilities globally with total revenues of $400M and inventories of $210M.

Report directly to the Director of Finance – Global Supply Chain and Manufacturing Director. Function as a business partner to the Manufacturing Director to drive continues improvement and ensure adherence to company policy

and procedure through application of internal controls. Managed 4 Manufacturing Controllers with total staff of 14. Standardized reporting and cost structure across all product lines and plants through the implementation of JD Edwards, converting

actual cost plants to standard cost, and the development of a monthly “scorecard”. Developed monthly key performance targets and measures for management to drive operational performance improvement. KPI’s

included; aged WIP, aged PO’s, aged SO’s, OTD, RNV, PPV, and CJV. Management of KPI’s in 2015, delivered P&L improvement of over 50% across the product line and inventory reduction of ~4%.

Lead efforts to improve capital efficiency with focus on reducing inventories along with asset justification / utilization. Efforts in 2015 resulted in inventory reduction of ~$15M and decreased capital requirements by 75%.

Ensure internal controls and policies were functioning through periodic review and test of controls. Identified areas of weakness with inventory control, implemented cycle count “best practices” across all plants, and improved inventory accuracy to 98.5%.

Key member of product line management teams in planning both short and long term direction resulting in right sizing initiatives to balance capacity with demand.

NAM Manufacturing Controller (October 2009 – July 2012) Manufacturing accounting responsibility for 54 manufacturing facilities in the US and Canada with total revenues of $1B and inventories

of $800M. Report directly to the Director of Finance – Global Supply Chain. Manage 9 US Manufacturing Controllers and one Canadian Region Mfg Controller. Produced monthly NAM manufacturing financial report for the VP Finance, explaining actual to forecast variances and improvement

plan to address areas of weakness. Key member of NAM region management teams in planning both short and long term direction, resulting in the consolidation of 9 plants

which improved utilization of capital equipment, eliminated $20M of redundant inventory, and reduced manufacturing spending by $30M.

US Manufacturing Controller (August 2007 – October 2009) Manufacturing accounting responsibility for 38 manufacturing facilities with total revenues of $700M and inventories of $540M. Report

directly to the VP Finance – Western Hemisphere. Managed 8 local Manufacturing Controllers. Produced monthly US manufacturing financial report for VP Finance explaining actual to forecast variances and improvement plan to

address areas of weakness. Key member of US region management teams in planning both short and long term direction resulting in the convertion of 15 plants

from legacy ERP systems to JD Edwards.

Manufacturing Controller (June 1995 – August 2007) Manager of all accounting functions for four manufacturing locations reporting directly to the VP Finance with dotted line reporting to

the operational General Managers. Key member of the implementation team to bring JD Edwards and Oracle on line. Key member of several acquisition and merger teams, which increased the annual revenues of the Pearland Manufacturing operation by

more than 300% over a three-year period. Key member of local management teams in planning both short and long term direction. Committee Chairman for Quality Management Process. Supervised one Accounting Manager, two Cost Accountants, and two accounting clerks. Had previous supervisory responsibility over

IT for the Pearland Manufacturing facility.

WESTERN GEOPHYSICAL EXPLORATION PRODUCTS, Houston, TX 1991 – 1995 Focus Factory Manager - G & A (August 1994 – June 1995) Manager of all manufacturing accounting functions for two domestic facilities and two European facilities reporting into corporate

accounting.

Manager of all general and administrative functions for the Alvin, TX facility reporting into the Vice President of manufacturing. Functions included MIS, shipping/receiving/stockroom, and human resources.

Total Quality Management (TQM) Quality Team Member. Key team member to convert from departmental to cellular manufacturing process. Managed a staff of four departmental managers.

Manager of Accounting (November 1992 – August 1994) Managed all manufacturing accounting functions for the Alvin and Houston facilities reporting into corporate accounting. Coordinated the implementation of procedures to standardize operations of both facilities. Managed a staff of three senior accountants.

Cost Accounting Manager (May 1991 – November 1992) Responsible for all manufacturing accounting functions for the Alvin facility reporting into corporate accounting. Maintained standard costing system in a mainframe based manufacturing environment. Coordinated semi-annual operating / capital budget preparation. Prepared financial statements and ad hoc management reports. Improved overall information flow between management and accounting. Managed a general accountant and one clerk.

IVEX CORPORATION, Houston, TX 1989 – 1991 Cost Accounting Manager (April 1989 – April 1991) Responsible for control and analysis of direct labor and raw materials. Quoted new business. Reported manufacturing variances, raw material usage, inventory valuation, and production volume. Directed cycle and semi-annual physical inventory counts. Developed labor and overhead rates for product standard costing. Managed a cost accountant and one clerk.

INTERNATIONAL PAINT COMPANY, Houston, TX 1987 – 1989 Financial Accountant (October 1987 – April 1989) Prepared month end financial statements, general ledger reconciliation, and special reports. Acquired detailed experience in all aspects of general accounting. Supervised accounts receivable and accounts payable. Managed the costing and movement of a ten million dollar inventory for thirty locations. Performed distribution center audits. Directed cycle and annual physical inventory counts.

BROWNING-FERRIS INDUSTRIES, Houston, TX 1985 – 1987 Operations Manager - Houston Residential District (July 1987– September 1987) Supervised the operation of nine trucks and twenty-seven drivers. Responsible for routing, scheduling, customer relations, budgeting, and new account prospecting.

District Accountant - Houston Residential District (June 1986 – June 1987)District Accountant - Amarillo District (January 1985 – May 1986) Responsible for financial information in all areas of accounting, including payroll, accounts payable and receivable, asset management,

budgeting, and P&L statements. Supervised three clerks.

EDUCATION

TEXAS A&M UNIVERSITY, College Station, TXB.B.A., Accounting, December 1984 Corps of Cadets; Officer - Squadron Eight

SYSTEMS

JD Edwards, Oracle, Proficient with Excel