1. Tim Rowley Los Angeles area - Simi Valley, CA 93065
(818) 884-2363 RowleyTim@aol.com
CONTROLLER with Manufacturing and Operations Background
Results-oriented MBA and UCLA graduate with extensive financial and operational
management experience. Strategic and effective business leader with practical, proven, profit-
making successes derived from an in-depth understanding of business operations, financial
systems, and resource integration. Project leader for process and systems upgrade and
implementations. Collaborative team builder and hands-on leader focused on profit and
shareholder value. Seeking a forward-focused company that has a clear vision and path for
Skills and experience in: Manufacturing and service industries, commercial and government
contracting, financial planning and analysis, monthly closing, forecasting, budgeting, annual and
strategic planning, cost accounting, proposals, pricing, negotiations, program management,
inventory costing and management, SOX/GAAP/Internal Controls compliance, internal and
external audits and support, A/P, A/R, Shared Services, FAR/CAS Compliance, ERP/MRP
implementation, EVMS, cash management, risk management, Lean Manufacturing, business
startups, cost reductions and process improvements, LEAN Manufacturing, performance and
efficiency metrics, supply chain, contracts, HR and IT management. Versatile, adaptive, hands-on.
Certified Alloy Products / Doncasters Long Beach, CA July 2014 to present
Manufacturer of specialty metal alloy products
• Managing FP&A, General and Cost Accounting, IT, HR, budgeting, forecasting, A/R, A/P,
cash, pricing, strategic planning, SCM, inventory
• Developed and implemented resource planning and financial management tools to replace
non-functional ERP system and disjointed budgeting/forecasting process
• Reduced inventory by establishing turnover goals, lead-time fences and demand planning
tools; reduced consignment time-outs by 50%.
• Instituted cost management strategic plan generating over $1M of cost savings over a 12
month period through alternate sourcing and pro-active partnerships with vendors
Carlton Forge Works / PCC Paramount, CA Sep 2013 to July 2014
Manufacturer of ring forged products for aerospace applications
• Managed FP&A, General and Cost Accounting, IT, budgeting, forecasting, A/R, A/P,
• Inherited an incomplete Oracle ERP Implementation, avoided $1.5M cost growth by
strategically managing the post-go-live recovery in time for fiscal year-end closing.
• Developed and implemented inventory management tools that reduced inventories by 11%
• Instituted vendor management and tracking tools for sizable outside processing volume,
resulting in $250K cost savings annually.
• Improved profit margins 2% by establishing pricing guidelines and structured management
reviews and negotiation guidelines.
2. • Reason for leaving – extremely harsh upper management, lacked strategic vision in the face
of industry downturn – see stock performance for “PCP” July 2014 to present – pursued
more positive and progressive work environment
SENIOR MANAGER, ACCOUNTING
General Atomics Aeronautics, Inc. Poway, CA Nov 2011 to Sep 2013
Manufacturer – Predator drones
• Manufacturer - remotely piloted aircraft and surveillance systems
• Developed and implemented contract EAC and profit projection tools that resulted in
$750,000 of additional cost recovery from customer
• Created Cost Accounting Department – hired staff, established operating requirements and
goals, developed successful working relationship and support to manufacturing operations
• Reason for leaving – wife decided she did not want to relocate to San Diego area - recruited
to higher level position with significant compensation increase
BUSINESS MANAGER, Logistics and Services
AeroVironment, Inc. Simi Valley, CA Sep 2010 to July 2011
New business unit - ISR (Intelligence, Surveillance, and Reconnaissance) services, logistics
• Senior manager hired to start up newly organized business unit. Responsible for developing
5 year financial plan, business modeling, resource planning, budgeting, pricing and cost
• Reduced operating unit overhead by 25% through implementation of cost controls,
upgrades in financial reporting, and improved budgeting and planning processes
• Developed new rate structure for competitive pricing and quick market share growth.
• Established resource planning structure for labor and equipment to support business
expansion and broad service options to customers
• Reason for leaving - New business orders did not develop. Marketing efforts insufficient.
ALLIANT TECHSYSTEMS, INC. (ATK) Commerce, CA Feb 2005 to Sep 2010
Manufacturer – aerospace and spacecraft propulsion components
• Executive management member responsible for Finance, Supply Chain Management,
Contracts and Information Systems. Financial planning and analysis, strategic planning,
annual and 5-year plans, financial statement preparation, forecasting, budgeting, project
accounting, project EAC’s and profit rates, monthly closing, revenue recognition, cash
management, inventory accounting, shared services interface, SOX/GAAP/FAR/CAS
compliance, internal and external audits and support, warranty and inventory reserves, A/P,
A/R, capital planning, government reporting, LEAN manufacturing team member, monthly
OPS reviews, process improvement and cost reduction initiatives, ERP system
management, pricing, proposals, contract negotiations, GAAP/FAR/CAS compliance,
internal and external audits and support, ERP system design and implementation,
production efficiency and utilization metrics, COPQ tracking, market analysis, EVMS
reporting, DCAA/DCMA audits and interface, cost estimating and pricing support.
• Implemented stronger cost management, pricing strategies, financial processes and
organizational controls that improved EBIT by 20%
• Provided financial and organizational leadership through seven re-organizations and staffing
changes maintaining site reporting and management continuity
• Developed and managed ERP system upgrade that improved labor planning and utilization.
3. • Established facilities improvement plan that increased corporate capital allocation by 50%
and increased factory productivity
• Reason for leaving – plant controller roles were eliminated, recruited for new business unit
startup with significant compensation increase.
COMMERCIAL AND COST ACCOUNTING MANAGER
EATON CORPORATION Los Angeles, CA Aug 2002 to Feb 2005
Manufacturer – Hydraulic and electromechanical valves for aerospace (commercial and
• Management of Cost accounting, cost estimating, pricing, monthly closing, revenue
recognition, project accounting, project EAC and profit rates, indirect cost budgeting and
management, inventory valuation and management, standard costing, warranty and
inventory reserves, MRO business unit financials, production efficiency and utilization
metrics, COPQ tracking, cost reductions and process improvement initiatives, proposals,
pricing, negotiations, market analysis, financial statement preparation, A/P, A/R, cash
management, government liaison.
• Obtained immediate margin improvements by revamping the cost estimating, pricing and
cost recovery tools. Results generated $1 million in additional profits the first 9 months of
tenure. Improved proposal tracking and reporting mechanisms which increased productivity
and response time. Successfully negotiated pricing on $120 million of contracts with $8M
increased profits over prior contracts
• DCAA/DCMA liaison, audit support, forward pricing rate preparation and negotiation,
proposal preparation and negotiation, FAR/CAS compliance
• Reason for leaving – recruited to Controller role at ATK
DIRECTOR OF ACCOUNTING
WALT DISNEY STUDIOS Burbank, CA Dec 2000 – Jul 2002
Entertainment - secondary market product distribution of theatrical releases
• Management of $175 million annual residual payments. Responsible for the annual
operating plan, monthly closing, financial planning and analysis, demand planning, market
analysis, product financial forecasting, contract reviews, system management, process
improvements and cost reductions, A/P, A/R, resource planning, internal and external audits
and support, guild and union interface, shared services interface, operational performance
metrics for productivity and quality, collective bargaining agreement compliance, tax
compliance, pension and insurance plan reconciliations, talent and talent agent interface.
• Implemented standardized title setup and processing methods that reduced errors,
delinquencies, late fees and overpayments.
• Streamlined business procedures to process higher volume of transactions with existing
staff, reducing department costs by 20%.
• Reason for leaving – returned to manufacturing industry
LOCKHEED MARTIN Los Angeles, CA 1998 – 2000
Information and project management - State and Local Government services provider
• Management and P&L responsibility for the startup and operation of a newly privatized
Welfare-to-Work program taking over LA County operations. Financial planning and
analysis, annual and strategic planning, monthly closing, financial statement preparation,
cash management, A/P, A/R, inventory management, capital planning, resource planning,
GAAP compliance, pricing, proposals, negotiations, internal and external audits and
support, shared services interface, government reporting, client interface, pricing,
4. contracting, proposals, negotiations, project costing, cash management, operational
performance metrics for productivity, service quality, and customer satisfaction.
• Established customer-focused service initiatives that resulted in immediate performance
improvements over the previous county-run operation. Targeted and achieved client wage
rates exceeding county and competitor’s performance, which was a key metric for earning
contract incentives. Established positive and productive relations with community-based
support organizations. Also managed $58 million services operation for LA City.
• Successfully met all contractual financial and performance metrics
• Reason for leaving – recruited to Disney because of my project management and IT
experience with significantly higher compensation
DIRECTOR, COST ACCOUNTING AND INFORMATION SYSTEMS
COMMUNICATIONS MANUFACTURING COMPANY Los Angeles, CA 1996 – 1998
Manufacturer – electronic and mechanical test devices for telecommunications industry
• Financial planning and analysis, strategic planning, annual plan, monthly closing, cost and
revenue recognition, inventory valuation, standard costing, warranty and inventory reserves,
budgeting, forecasting, cost accounting, COPQ, cost reductions and process improvement
initiatives, GAAP compliance, A/R, marketing support, pricing, proposals, productivity and
• Increased gross margin 3% by implementing consistent cost estimating and pricing
methodologies. Developed new-product financial models to drive faster marketing and
investment decisions. Reduced inventory levels by 30%.
• Reason for leaving – industry downturn and 25% pay reduction implemented to keep
company viable – pursued position with financially stronger company
MANAGER FOR COST ACCOUNTING, A/R, DCAA/DCMA GOVERNMENT LIAISON,
ALLIEDSIGNAL, Inc. (now L-3) Ocean Systems, Sylmar, CA 1987 – 1996
Submarine Sonar Detection manufacturer – declining business, pursued non-government job.
PROGRAM FINANCE MANAGER
LITTON Industries (now Northrop Grumman), Woodland Hills, CA 1978 – 1987
Manufacturer of guidance systems for aircraft – recruited to broader accounting/finance role
EDUCATION and TRAINING
MBA, Pepperdine University, Malibu, CA ~ BA, Economics, UCLA
Excel, MS Word, Powerpoint, Deltek, Costpoint, Kronos, Cincom, Hyperion, SAP, Oracle, LEAN,
Continuous Improvement. MRP/ERP system management, design and implementation. EVMS.
Excellent communication, presentation, negotiation and customer interface skills.
Outstanding references available upon request