Otto Kubik

Current

Principal at Your 1099 CFO

Past

Director of Finance/Controller at Progressive Suspension, Inc.
Chief Financial Officer at Mitchell Rubber Company
Director of Finance at NDC Infrared Engineering, Inc.

VP/Chief Financial Officer at Uni-Star Industries, Inc.
Director of Finance at Williams Comfort Products, Inc.
Controller at Baldwin/Stobb Division, Baldwin Technology, Inc.
Manager of Accounting at Goulds Pumps
Plant Controller at Aurora Pump

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Education

University of Redlands
DePaul University

Recommended

5 people have recommended Otto

Connections

56 connections

Industry

Accounting

Websites

Otto Kubik’s Summary

Introducing a hands-on, pro-active, business partner with proven ERP, financial “turn-around” experience, and the unique ability to mentor all organizational levels and disciplines. Major strength in systems implementation and/or tune-ups, with particular emphasis on tightened internal reporting systems, inventing Key Performance Indicators, as well as Inventory and Cost Accounting controls. Solves complex problems with simple, yet elegant solutions benefiting the entire organization, not just the Accounting/Finance group. Highly skilled in all aspects of Accounting, Finance, HR and IT.

Otto Kubik’s Specialties:

”. I am a fixer, a business partner who understands how to make money, not just a bean counter that is mesmerized by the technical beauty of General Ledger reports.

Otto Kubik’s Experience

Principal

Your 1099 CFO

(Accounting industry)

January 2007 — Present (2 years 11 months)

This service was born out of a need for providing CFO support to entrepreneurial organizations under $25 million in annual revenues. While searching for W-2 employment, I quickly realized there were many companies desperately needing the skills that a seasoned CFO could bring, but couldn't really afford them full time. Instead of hiring the advanced skills they needed to grow and flourish, they settled for far less. These are the very same companies that can't afford to NOT HAVE that support. As a result, I decided to forgo W-2 employment and consult with these companies on an as needed, "task focus" basis.
Director of Finance/Controller

Progressive Suspension, Inc.

(Privately Held; 51-200 employees; Consumer Goods industry)

April 2003 — January 2007 (3 years 10 months)

• Introduced Daily Production meetings and benchmarking, including operational performance and margin measurement.
• Implemented Standard Cost control and formalized policies throughout the organization.
• Helped the team set 9 All-Time month shipment and profitability records, while reducing costs and past due backlogs.
• Implemented numerous HR policies, reissued the Employee Handbook and performed training of supervision for Employee Performance Reviews.
• Reduced month-end closing to 5 days from the prior 12.
• Introduced 90-day rolling forecasting, 2 year Planning and annual budget techniques in a “Ma and Pa” manufacturing environment.
• Helped a small but rapidly growing operation into the 21st century, nurturing Senior Staff as well as subordinates.
Chief Financial Officer

Mitchell Rubber Company

(Privately Held; 501-1000 employees; Business Supplies and Equipment industry)

October 2000 — January 2001 (4 months)

• Responsible for managing all accounting activities, as well as legal and administrative matters world wide, plus Information Technology, Insurance and Financial Investments.
• Primary contact point for all activities in France.
• Introduced many internal control functions and formalized policies throughout the organization.
• Modified and introduced Daily Benchmarking in all operations.
Director of Finance

NDC Infrared Engineering, Inc.

(Public Company; 51-200 employees; Electrical/Electronic Manufacturing industry)

March 2000 — July 2000 (5 months)

• Responsible for managing all accounting activities, as well as Travel Management, Information Technology, Fleet Services and reception.
• Streamlined all accounting activities, allowing a 25% headcount reduction.
• Introduced many internal control functions and formalized policies.
• Negotiated settlement of software license issues.
VP/Chief Financial Officer

Uni-Star Industries, Inc.

(Privately Held; 51-200 employees; Electrical/Electronic Manufacturing industry)

April 1997 — April 1999 (2 years 1 month)

• Improved Cash Flow and Profitability dramatically within a 12 month period.
• Eliminated all debt.
• Greatly improved monthly financial package and departmental service level, while reducing headcount by nearly 50%.
• Virtually eliminated month-to month financial reporting “surprises.”
• Installed standard cost system, greatly improving sales and contribution margin visibility by product line.
• Introduced variance analysis and labor reporting benchmarks, as well as other key metrics reviewed daily.
• Consolidated foreign operations, without damaging customer relationships.
Director of Finance

Williams Comfort Products, Inc.

(Public Company; 201-500 employees; CUO; Consumer Goods industry)

October 1989 — September 1996 (7 years )

• Reduced Finance/MIS staff from 17 to 8 with no reduction of service level.
• Virtually eliminated annual inventory adjustments.
• Installed standard/job cost system, greatly improving margin visibility by product/job.
• Reduced D.S.O. from 70+ days to sub 35 days with a corresponding decrease in bad debt from 2% of sales to under 0.2% for last two years.
• Migrated systems from archaic NCR computer to AS/400 environment with SSA’s BPCS, while integrating LAN in Customer Service and Finance.
Controller

Baldwin/Stobb Division, Baldwin Technology, Inc.

(Public Company; 51-200 employees; BLD; Printing industry)

July 1984 — October 1989 (5 years 4 months)

• Converted from manual cost and G/L systems to P.C. based, writing programs in dBase III+, later converted to IBM System 34/MAPICS.
• Installed IBM System 34 , computerized G/L and Inventory Control Systems.
• Performed all pre-purchase “due diligence” during Clinton, New Jersey acquisition.
• Negotiated contracts with large suppliers, including temporary help bidding, resulting in savings in excess of $50k annually.
Manager of Accounting

Goulds Pumps

(Public Company; 201-500 employees; Machinery industry)

July 1980 — July 1984 (4 years 1 month)

• Reduced annual inventory adjustments from $1.1M to under $35K via tightening of controls and training incumbents in concepts and principals of their jobs.
• Reviewed cost estimating practices and changed job bid procedures to include post audits, to determine weaknesses in procedures and corrective action required.
• Introduced Make/Buy decisions, acting as chairman of committee.
• Reviewed Payables procedures, integrating Cost Accounting reviews where applicable
Plant Controller

Aurora Pump

(Public Company; 201-500 employees; Machinery industry)

November 1977 — July 1980 (2 years 9 months)

• Converted manual records to computerized cost systems, including routings and Bills of Materials for machine shop and foundry operations.
• Modified foundry cost valuations to reflect costs per piece by part number, instead
of average price per pound of production.
• Computerized G/L and Payables with centralized functions in Illinois.
• Participated in union contract negotiations.