Steven R Stoppelmoor

  • Dubuque, Iowa Area, US
Steven R Stoppelmoor

Accounting Executive


An accomplished accounting executive committed to financial and operational excellence, leveraging broad expertise in global business operations to support and drive an organization’s goals and objectives. Reputation for inspiring transformative change processes, instilling a culture of accountability, inter-department cooperation, and continuous improvement, and leading teams to achieve high levels of morale and productivity. Successfully guided accounting teams and executive management through adverse situations including a plant closure, a plant relocation, bankruptcies, mergers and company sales.

Specialties: Strategic planning, budgeting and forecasting.  Significant background in manufacturing and business operations. Strong background in PPI (practical process improvement) and TCM (total quality management) principles.  Internal control and Sarbane's Oxley Act compliance.  Computer skills in Micro Soft PC applications, "cloud" based general ledger and financial reporting systems including NetSuite, Adaptive Financial Planning and Hyperion Financial Management/Enterprise, and AS400 mainframe general ledger and ERP systems (including MAPICS and PRMS).

Work History

Work History
Aug 2012 - Jul 2015


Woodward Communications

Managed the Corporate Financial Services Department with up to 7 associates and responsible for core accounting functions including accounts payable, accounts receivable, payroll, treasury, audit/compliance, and financial analysis and reporting for five of the six divisions of Woodward Communications Inc.

* Implemented a "cloud"​ based general ledger accounting (NetSuite) and financial reporting (Adaptive Financial Planning) system to replace an internal server based general ledger and reporting system (EPICOR).
* Designed and implemented a financial reporting process within Adaptive to allow access through an internet browser to financial reports and transaction detail on a daily basis for over 30 manager-users.
* Developed and implemented a budget and forecast process using the Adaptive system that allowed managerial input and financial information retrieval with the capability for multiple revisions and immediate re-consolidation and report generation for all divisions of Woodward Communication.
* Trained and assisted in the implementation of the managerial concepts from "The Great Game of Business" by Jack Stack.  Financial literacy and transparency for all employees are the basis for the management style to achieve greater profitability for a company.

Nov 2010 - Jul 2012

Financial Consultant

Independent Financial Consultant for Thermo Fisher Scientific

Mar 2005 - Oct 2010

Vice President - Finance

Managed two accounting departments with up to 15 associates in Dubuque and 5 associates in Kuala Lumpur, Malaysia operations. Member of site’s executive management team that oversaw daily manufacturing operations. Responsible for financial statement integrity, reporting of financial information, ensuring compliance of accounting and operational procedures with the Sarbanes-Oxley Act regarding internal controls and ISO 9000 certification, budgeting/forecasting, and cash management. 

· Developed and executed plant closure procedures for the accounting and related functions within purchasing, shipping, and inventory management involving the termination of 450 employees, the transfer or disposal of inventory/equipment, and the depletion of balance sheet accounts/reserves to comply with the corporate worldwide footprint reduction strategy. Served as a mentor to maintain the site’s culture of high employee morale, professionalism and outstanding performance throughout the plant closing process.
· Designed and implemented an internal control process for all departments resulting in compliance and recognition as a “best practice” in the Division.
· Increased profitability by $1.2 million and reduced inventory balances by 25% as an executive steering committee leader of the site’s Practical Process Improvement (PPI).  Initiated inter-department team to establish a cycle count procedure resulting in an exemption from annual physical count and a $0.5 million annual reduction in overhead costs.
· Reduced the monthly close procedures for accounting functions from 10 days to 4 days resulting in improved financial reporting to operations management and the corporate finance team.
· Led an enterprise-wide team to integrate monthly revenue forecasting and daily reporting between operations and accounting management resulting in improved production level loading and a 97% accuracy in revenue forecasting.

Mar 2004 - Mar 2005

Plant Controller

Alliant Energy

Financial advisor to the Central Region Manager of Generation with direct finance responsibilities to two power plant managers. Responsible for preparing financial analysis, budgeting, monthly forecasting, and cash flow planning while ensuring internal controls, GAAP accountability, and regulatory agency compliance.

· Advised the Central Region Manager in making improvements to the purchasing policy for the acquisition of plant inventory, capital equipment, and operational supplies/services resulting in adherence to internal controls and the ability to capture outstanding commitments for forecasting cash flow.
· Enhanced the planning and reporting of over $7 million in capital equipment expenditures by developing tools using the PeopleSoft-ERP computer system.
· Made recommendations to the Director of Finance – Generation Division for the use of industry reporting information to the NERC (North American Energy Reliance Commission) which improved budgeting, established justifications for major capital expenditures, and benchmarked plant operations with other plants throughout the United States.

Nov 1998 - Jul 2003

Vice President - Finance

Eagle Window and Door

Financial advisor to the executive management team. Managed the accounting functions with a team of 9 associates. Implemented internal controls, enhanced MAPICS AS00 business system, and provided financial reporting and analysis, budgeting and cash management. Co-managed the planning and execution of the relocation of equipment, processes, and employees.

· Guided executive team through parent company’s (AAPC) Chapter 11 bankruptcy. Initiated cash management process to fund accounts payable and payroll, maintained vendor relationships to ensure an unrestricted flow of inventory, reduced exposure of lost vendor claims by $4.6 million in pre-petition debt, and provided funding for the relocation to a new facility.
· Developed cash planning process to coordinate payment of $4 million in capital expenditures resulting in the completion of a new office/manufacturing facility.
· Established and managed the due diligence information and presentations for 22 audit/management teams from prospective buyers of the company.

May 2005 - Nov 1998


Burns Philp Foods - Tones Spices

Established startup accounting procedures from a non-performing 7-member accounting team to an outstanding performing 22-member team during transition of all accounting functions from the centralized corporate offices in San Francisco to the Ankeny Operations in preparation of the sale of the Spice Division.  Recovered $900K in alcohol tax refunds.

Sep 1992 - May 1996

Assistant Controller

Dodger Industries

Managed cost accounting, payables, payroll and fixed asset systems. Planned, coordinated, and consolidated the annual budgets for all Dodger Holding companies which included: Dodger Manufacturing (Sports Apparel), Hummer Sports (Sports Apparel), and Whink Products (Household cleaners and contract plastic blow molding).  Established system parameters and assisted in the installation of a AS400 (PRMS) business system, including cost accounting, accounts payable, inventory control and shop floor scheduling modules.

Jan 1985 - Sep 1992

Monsanto - Fisher Controls

Provided analysis of cost of sales and inventory transactions, account reconcilations and financial reports to the Cost Accounting Manager and Plant Manager.  Installed and managed a financial reporting database for the corporate consolidatioin of thirty-eight worldwide locations.  Served as the co-chair of the finance recruiting team.  Conducted seminar at the University of Wisconsin on "Targeted Selective Interviewing Techniques".


Aug 1980 - Dec 1985

Bachelor of Business Administration - Accounting

Iowa State University