James Godfrey

Experience

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  Gist-Brocades USA Inc

  Feb 1984 - Dec 1987

  Interim Controller, Accounting Manager, Cost Accounting Manager

  US Headquarters of Royal Gist-Brocades N.V., Sales $50M, office staff 30. Transitioned from Cost Accounting to General Accounting to Controller Position. As accounting manager, re-established credibility of finance function by reducing year end P&L adjustments as recommended by auditors from more than $1M in prior year to zero in my first year.Directed the accounting, financial, and operating administration split out the Food Ingredients Division and the Industrial Enzymes Division for contribution of the latter to the International Bio-Synthetics JV with Shell. Show less

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  International Bio-Synthetics, Inc

  Aug 1987 - Dec 1991

  Controller and CFO

  U.S. Subsidiary of International Bio-Synthetics BV, a Joint Venture owned by Royal Gist-Brocades and Royal Dutch Shell of the Netherlands, focused on patented technology combining biotechnology and fine chemicals• Directed U.S. finance function including long-range financial planning, budgeting, accounting, MIS, IT, tax, treasury, credit management, audit, and control. Liaised with banks, legal counsel, and system suppliers; solicited U.S. bank financing of $100 million for parent company. • Startup of this venture required my hiring all eight direct reports, development of formal management delegation of authority, reporting systems, and MIS platform for the company. • Coordinated with management of headquarters and other sister subsidiaries in France, Belgium, UK, and the Netherlands on transfer pricing, budgeting, financing, taxation and control issues to optimize group result.• Led due diligence team in attempted purchase of competitor, consisting of operations in 4 countries. • Managed contract manufacturing customer relationship with annual sales of $3 million.• Reduced working capital and administrative manpower by expanding scope of quality improvement initiatives to include consideration of customer communication and customer value propositions, i.e. variety in product offerings. Show less

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  International Bio-Synthetics, Inc.

  Jan 1992 - Aug 1992

  Vice President of Finance and Operations and member of the Board of Directors

  Unit of Royal Gist-Brocades NV resulting from the dissolution of the International Bio-Synthetics JV with Royal Dutch Shell. Directed 150 employees. • Change agent for financial, manufacturing and administrative operations, including project manager, business process reengineering program using internal and external consultants to:• Merge business back into the Gist-Brocades organization, including cultural, organizational, and legal/tax change.• Reduce fixed costs 12% by improving management information and communication, focused on achievement of measurable targets and utilized theory of constraints and lean methodologies.Responsibilities also included: Chief, Division US finance and business operations, and manufacturing site manager; planning, budgeting, accounting, reporting MIS, tax, treasury, credit, control, legal. Coordinated with management of headquarters and other sister subsidiaries in France, Belgium, UK, and the Netherlands on transfer pricing, budgeting, financing, taxation and control issues to optimize group result. Coordinated and interacted with other divisional manufacturing units, located in Belgium, France, and Holland to optimize production allocations between sites and assure best practices learned, communicated, and incorporated into efficiency targets, quality standards, and safety practices. Accountable for effective safe, efficient, and legally compliant manufacturing operations and customer satisfaction. Show less

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  IBIS Limited Partnership

  Aug 1992 - Apr 1994

  General Manager

  Successor to IBIS Inc. (below) U.S. sited industrial enzyme manufacturing operations of Royal Gist-Brocades NV of the Netherlands, a $1.5 billion worldwide pioneer in the application of biotechnology to antibiotic, food, and enzyme markets. 130 employees. Responsibilities: Headed division finance function and manufacturing operations for US enzyme business.Coordinated and interacted with other divisional manufacturing units, located in Belgium, France, and Holland to optimize production allocations between sites and assure best practices learned, communicated, and incorporated into efficiency targets, quality standards, and safety practices.• 25% reduction in operating staff, restructured in response to technological obsolescence of two key products while maintaining unit productivity, quality, and safety standards of continuing operations.• Packaged mfg site for sale and, as member of team directed to sell manufacturing site, met with prospective buyers and presented pro forma operating and financial plans tailored to meet their needs. • Initiated management buyout proposal, creating FermPro (above) as alternative to excess capacity. Show less

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  FermPro Manufacturing LP

  Apr 1994 - Mar 2000

  President/CEO, Board Chair and acting CFO

  Privately held high technology (fermentation and organic chemical synthesis) contract manufacturing service provider for an international clientele serving pharmaceutical, food ingredient, vitamin, cosmetic, and agricultural industries.120 employees.Notable Achievements:• Negotiated and directed the management buyout and startup of this manufacturing business, • Trained and redeployed existing staff to new duties in areas where they had no previous exposure or training, e.g. Production director to VP Business Development, Production Planner to Controller,• Generated four consecutive years of increasing sales and profits, and year-to-year improvements five out of six years (Asian currency crisis,) taking sales from $10 million to $22 million Major initiatives:• 35% capacity increase to achieve improved economies of scale,• Created strategic alliance to gain access to pharmaceutical markets and know-how,• Launched new product, which became second in global market share within three years.Business sold to Martek Bio-Sciences. Show less

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  Charleston Marine Container, Inc.

  Jul 2001 - Oct 2008

  Vice President/CFO

  $50+M Subsidiary of Sea Containers Ltd., London, $1.5B NYSE listed international conglomerate. Produces specialized, expeditionary modular container, shelter, and logistic equipment solutions for the US DoD markets. 150 employees.Active leadership participation leading to:• $5M turn around in bottom line in two years. • 300% top line improvement in seven years with minimal fixed cost increases,• Implementation of INFOR Visual Manufacturing ERP system yielding financial and operational control along with organizational agility to successfully react to continual business change, • Implementation, registration, and improvement of ISO 9000-2001 quality system,• Redirected purchasing and supply chain activities for improved reliability of sourcing quality, reliability,• Elimination of material errors in historical financials and established credibility in financial and operational metric reporting, • Direction of CMCI to financial independence from its parent, anticipating and navigating through cash flow crisis as parent fell into Chapter 11. Responsibilities: Financial reporting, financial resource management, banking, cash planning, financial control (Sarbanes-Oxley), tax compliance and planning, audit coordination, information systems, information technology infrastructure, strategic planning, budgeting, supply chain, economic and business forecasting and analysis, sales quote approval, administration of legal issues, ISO quality system, business logistics and contract administration, and general advisory support to senior management.Position eliminated due to redundancies resulting from the acquisition of the company by a larger organization. Show less

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  James Godfrey Executive Managerial & Financial Support Services

  Jan 2009 - now

  Principal

  Financial and management consulting, utilizing broad management experiences to help clients build and increase business value and operational effectiveness. Also available to assist in projects and management activities. Major projects include President/COO/Turn Around Executive for MB Industries in Shreveport LA., including all financial and operational issues of this provider of modular blast and ballistic resistant structures for big oil, and chemical operations and government contracts. (Became a full time employee for 2 years.) Contract financial manager role at Force Protection Industries Inc., a $1B Nasdaq DoD contractor providing MRAP vehicles where I performed business contract and process evaluations and financial and pricing support as needed during its Total Life Cycle Support restructuring. Also undertook several confidential business and operation planning contracts for prospective new/expanding businesses.Expert in MS Excel, Word, Power Point. Well honed capability to analyze financials, forecasts, projects in the context of operations, capabilities, economic realities, and isolation of fraud or error. Show less

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  Force Protection Industries Inc.

  Jan 2009 - Jan 2010

  Interim Financial Manager - Total Lifecycle Support

  Financial Manager charged with contract evaluation, project estimating, financial analysis, budget preparation, historical accounting clean up, logistics operations support, systems development. All having to do with the replacement parts business and customer product modifications/upgrades from customer order to order fulfillment.

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  MB Industries (MBI)

  Jan 2012 - Dec 2013

  President/COO, Board Member

  Performing operational and financial turn-around with private equity assistance in global design build manufacturer of custom blast and ballistic resistant modular structures for the oil refining/chemical industries and government customers (Secret Clearance.) 130 Employees. Achievements within 15 months: • 20% increase in project margins by instituting new pricing models based on market intelligence and redefining production processes to eliminate waste,• 100% year over year revenue gains and highest year of profit on record after 3 years losses,• Decreased late deliveries from up to 1 year to +- 3 weeks by replacing ineffective project management processes with a program integrating estimating, scheduling, budgeting, cost accounting, and revenue recognition based on common work breakdown structures in a defined critical path, • Revived customer communication to anticipate customer needs and assure satisfaction with quality, • Restaffed key management vacancies and led training to coordinate their efforts, • Defined processes for coordination and cross functional collaboration and cooperation, • Instituted tight cash flow management methods to conserve limited and constrained cash resources, • Repaired neglected accounting processes to provide effective GAAP reporting. Show less

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  Corporate World

  Apr 2017 - now

  Retired
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  Notta

  Apr 2017 - now

  • Retired

    Apr 2017 - now

  • Retired

    Apr 2017 - now

  • Retired

    Apr 2017 - now
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  Notta.

  Apr 2017 - now

  • Retired

    Apr 2017 - now

  • Retired

    Apr 2017 - now

  • Retired

    Apr 2017 - Apr 2017

  • Retired

    Apr 2017 - Apr 2017