Steven Zenar

Experience

• 

  Richlak, Lawyer & Co.

  Apr 2003 - Sept 2004

  Staff Accountant

  I was hired to compile financial statements, prepare tax returns, process payroll, and perform accounts payable functions.

• 

  Ernst & Young LLP

  Sept 2004 - Jan 2008

  Assurance Senior

  I was promoted to manage a team of 2–3 in conducting financial statement audits and ensuring compliance with Sarbanes-Oxley.

• 

  Veyance Technologies, Inc.

  Jan 2008 - Feb 2015

  Veyance Technologies, Inc. was a private equity-owned global manufacturer of engineered products with 10K employees serving the rubber and plastics industries.I was promoted to lead 10 direct reports and manage financial accounting and operations reporting for 15 manufacturing facilities across North America, encompassing $1B in revenue and $375M in operating expenses. I recommended opportunities to enhance business performance, evaluated capital projects, analyzed restructuring studies, contributed to short- and long-term strategic planning, and reported on variances, plant productivity, and YoY cost changes. I also consolidated and validated annual operating plans for all North American sites (U.S., Canada, and Mexico).▶ Facilitated sale of company to Continental by providing financial information for due diligence.▶ Absorbed portion of Global Controller role (2/2014), including monthly global productivity roll-up and variance analysis, productivity reviews, and global productivity management business review. Minder weergeven In this role, I managed 4 plant controllers and led financial analysis for a newly created global business unit that consolidated transportation, off-highway, and government business channels. I built the structure and financials and designed reporting, assessment, and analysis, with focus on large, long-term contracts with OEMs and government clients. I also supported strategic projects, M&A initiatives, new product development, and new business opportunities. Lastly, I led forecasting, inventory control, and pricing analysis. Following the creation of the business unit, I handed duties off to the financial director.▶ Ensured contract profitability, mitigated risk, and retained customers by conducting deal analysis. Minder weergeven I was hired to manage 3 direct reports and served as plant controller for 1 site and technical accounting manager for 17 sites in North America. In this role, I created and presented business reviews and conducted financial analysis for special projects. I also Identified revenue and profit growth opportunities and ensured government supplier compliance (FAR and CAS). As Technical Accounting Manager, I focused on workers compensation and special projects.▶ Facilitated successful contract negotiations with United Steelworkers for North America as finance lead.▶ Reduced operating costs 16%, $2.5 to $3.0M annually, and lowered CO2 emissions by 14 tons by spotting opportunity. Led project team of 8 and third party and received AEE Energy Project of the Year award. Minder weergeven

  • North American Operations Controller | Interim Plant Manager – St. Mary’s

    Feb 2013 - Feb 2015

  • Finance Manager

    Jan 2012 - Feb 2013

  • Plant Controller | North America Technical Accounting Manager

    Jan 2008 - Jan 2012
• 

  Continental

  Feb 2015 - Aug 2025

  ContiTech is a manufacturer of rubber and plastics engineered products and solutions with 42K employees. Continental (parent company) is a German-based publicly held company with 200K employees.In this role, I manage 8 account reps and a sales support staff serving large OEM industrial and rail customers in agriculture, construction, mining, material handling, and commuter train sectors. I proactively identify challenges, offer solutions, and conduct regular business reviews. I also oversee strategic/tactical planning, budgeting, account planning, and sales/go-to-market strategies. As needed, I lead and support restructuring and M&A activities.▶ Orchestrated successful divestment of Continental’s St. Mary’s, OH facility by serving as project manager. Supported identification of potential buyer, supported due diligence with financial analysis, and managed overall sale.▶ Improved portfolio profitability by strategically negotiating price increases. Covered significant inflationary costs and positioned business for long-term viability.▶ Negotiated 5-year exclusivity supply agreement with major OEM customer, enabling capacity expansion and ensuring long-term profitability while also supporting customer needs.▶ Increased sales by 170%, within agricultural / industrial verticals through inorganic and organic initiatives.o Project manager for acquisition and integration of WCCO Belting, Inc., custom rubber belting manufacturer, complementing conveyor belting portfolio by adding product breadth.o Serve as global lead for ContiTech off-highway mobility growth field. Lead cross-regional coordination, management, and reporting of key strategic projects and initiatives. Minder weergeven As Plant Manager, I oversaw 14 direct reports and production processes with 450 United Steelworkers Union associates for a 1M square foot plant. I managed P&L with an annual operating budget of $60M+ and plant production of $250M+ in annual shipments of rubberized track and specialized products for defense and industrial end markets. I directly managed operations, quality, environmental, safety, supply chain, engineering, purchasing, HR, and IT while also indirectly overseeing finance and R&D. I also managed the site’s physical assets and investments and established critical production systems. Lastly, I acted as a plant liaison within the community and built strong relationships.▶ Elevated profitability by 48% during tenure by optimizing operations and leveraging increasing volumes.▶ Successfully managed plant through steep downturns and upturns.o Navigated industry downturn by reducing costs to mitigate revenue decline. o Scaled workforce, processes, and manufacturing lines to meet growth demands of 35% in industrial product lines and 165% in defense product lines (2015 to 2020).▶ Enhanced safety, quality, cost, and delivery by implementing lean manufacturing tools and processes. ▶ Improved employee survey scores 15% by building culture of accountability, collaboration, and engagement. Championed culture of safety and continuous improvement, and elevated employee engagement through teambuilding events, rewards, idea sharing, and recognition.▶ Improved plant profitability by leading implementation of capital investments focused on vertical integration of process capability, productivity, and automation technologies for aging facility. Minder weergeven

  • Head of Sales – Off-Highway & Rail – Americas

    Jan 2020 - Aug 2025

  • Plant General Manager – St Mary's Facility

    Feb 2015 - Jan 2020
• 

  The Goodyear Tire & Rubber Company

  Aug 2025 - now

  Finance Director - Americas Operations