John K. Raguse has over 30 years of diversified financial experience in manufacturing environments. He has held various controller and financial analyst roles with increasing responsibility. Most recently, he was the Corporate and Plant Controller for a $225 million facility where he focused on reducing costs and improving gross margins.

1. John K. Raguse
932 Bedford Rd, Grosse Pointe Park, MI 48230
Mobile (734) 718 - 5882
johnraguse@msn.com
Objective
A challenging position with Profit & Loss and Balance Sheet responsibility where I can contribute extensive financial
experience toward improving profitability and growth.
Summary of Qualifications
• Diversified financial experience in a multinational-manufacturing environment.
• Heavy financial reporting experience.
• Strong analytical skills with operational costs and gross margin, to improve profitability and competitiveness.
• Bottom-line oriented, focused, problem-solver type person.
• Strong computer skills with spreadsheets, presentation, General Ledger and Consolidation systems.
• Diversified special project exposure including M&A activities, Due Diligence Reviews, Collection experience with
A/R and tooling.
Bridgewater Interiors, LLC (A Joint Venture with Johnson Controls, Inc) Revenues $1.8 Billion
Corporate and Plant Controller - Detroit Facility, Revenue $225 Million, May 2009 – Present
Complete financial responsibility for manufacturing facility. Intense focus on operating costs and Gross Margin.
• Analyze variable and fixed Operational costs on a monthly basis. Compare cost structure to other plants in North
America noting where cost reduction opportunities exist based on Best Practices at other facilities. Monitor cost per
unit every month noting progress made toward” closing the gap” against the benchmark. Create cost reduction
roadmaps with Operations Leadership.
• Coordinate gross margin reviews with the JCI Commercial Team noting profit opportunities. Provide Commercial
Team with pricing quotes.
Bridgewater Interiors, LLC (A Joint Venture with Johnson Controls, Inc)
Treasurer, December 2006 – May 2009
Manage the daily cash functions for the JV noting impact on Working Capital. Strong attention to AR, AP and Working
Capital Management.
• Monitored cash flow on a daily basis throughout the financial crisis ensuring AR payments were current.
Coordinated AR payment issues with JCI Commercial Team.
• Assisted CFO with several key projects: Collected $12 Million of Unbilled AR from Chrysler, Got the bank
reconciliation process current and implemented an unclaimed property reporting process for several states.
Johnson Controls Inc., Plymouth, Michigan (Revenues $22 Billion)
Operations Controller – Toyota & Nissan Business Units, July 2005 – December 2006
Promoted and increased responsibility to six plants. Position replaced with two Operations Controllers.
Operations Controller – Ford Business Unit, June 2004 – July 2005
Monitored the operational performance of four plants for Key Metrics pertaining to Direct and Indirect Labor, Quality,
Safety, Freight and Purchase Burden. Track actual results against forecast noting performance improvement opportunities
required and accountability metrics. Ensured financial statement integrity by performing Balance Sheet reviews, SOX
audits and monitoring account reconciliations. Presented monthly operations performance to leadership every month.
Financial Analyst – European HQ, Burscheid, Germany, May 2003 – June 2004
Relocated to Germany to assist with European consolidation of actual results and Quarterly Forecasts. Performed financial
statement analysis and prepared Controllers Report to HQ for key performance metrics.
Chatsworth Bathrooms, Inc. (A Subsidiary of Masco Corp – Revenues $8.3 Billion), Warwick, Rhode Island
V.P. of Finance & Operations, April 2001 – May 2003
Designed & implemented the business operating system for a start-up company which represented the expansion of a
successful wholesale business from the United Kingdom into the North American market.

2. • Set-up and implemented systems for all functions of the business including: Customer Service, Sales Order
Processing, Order Picking, Distribution, Quality Control, MRP, Finance and Technical Support.
• Implemented daily reporting for key Sales & Operations measureables for evaluating business success for Sales,
Gross Margin, New Orders, Backlog, Inventory and Returns. Ensured systems were properly designed so they
were flexible enough to report key information in various formats during the expansion.
• Implemented a Quality reporting system that identified & removed 26% defective product from inventory that
significantly reduced customer awareness. Worked with suppliers identifying quality issues by piece, discussing
root cause analysis and corrective action plans. Business would not be a going concern without this program.
• Prepared all financial forecasts, capital spending requirements & justifications, and annual budgets. Traveled to
England and gave quarterly updates to senior management on business status.
• Identify cost reduction / business opportunities and execute: Negotiated two price reductions in outbound freight
costs with a major east coast hauler. Prepared supplier evaluation alternatives for the potential resource of business,
Developed a financial forecasting system that identified the double billing of labor & transportation costs.
Coordinated legal ramifications of significant resourcing decisions with the Legal department.
Johnson Controls Inc., Plymouth, Michigan (Revenues $18 Billion)
Controller – Mt Clemens Plant, January 2001 – April 2001
Complete financial responsibilities for a $165 million seating plant supplying a major OEM. Trained Plant Managers direct
reports on Key HQ Operational Measurables, that created an awareness for the improvement needed in departmental
performance for: Operations (Direct & Indirect Labor Hours, Purchase Burden, Scrap, Inventory Turns, Premium Freight);
Customer Service (RPPM, CPPM & Delivery Performance); Quality (IPPM, SPPM); and HR (safety, absenteeism &
turnover). Assisted giving Global 8D training classes.
• Prepared plant quarterly forecast package and presented it to senior HQ management for review & approval.
• Supervised department of six employees.
Financial Analyst – Ford Business Unit, 1997 – 2000
Analyzed financial and operational results on a monthly basis. Assisted Business Unit Controller with special projects, i.e.
joint venture acquisition analysis and due diligence reviews for prospective acquisitions, etc. Identified several Balance
Sheet risks. Traveled to Europe and throughout North America to review and challenge annual Profit Plans.
• Attended monthly Operations Review Meetings for 7 plants. Reviewed and challenged Quality, Safety,
Operations, Finance and Human Resource issues. Challenged completeness and timeliness of corrective action
plans.
• Identified and implemented a new financial & operations reporting package utilized by over 25 JIT Plants for
monthly Plant Reviews for a new re-organization. Reporting package used as a tool for measuring actual results
against budget (in $ and units – reconciled to the P&L), and developing action plans to get back on budget.
Format utilized by entire plant which instilled departmental responsibility for attaining budget and the importance
of developing and implementing corrective action plans in a timely manner.
• Provided divestiture assistance with the sale of eight plants not strategically fit with existing business (Sales $300
mil). Prepared a five-year outlook and pro-forma financial statements for investment bankers to market the firm.
• Assisted with the financial due diligence of a potential joint venture Balance Sheet. Identified $185,000 of
hidden expenses that were capitalized and recommended a reserve to write this off.
• Assisted with the financial justification for a joint venture in China.
• Traveled to Brazil and Argentina to train local employees on U.S. reporting requirements and financial
consolidation principals. Assisted placing Brazil and Argentina HQ on the North American Wide Area Network
which enabled North American management to get financial results faster. Trained local management with U.S.
reporting requirements. Timeliness and accuracy of financial data received from South America improved 100%.
• Assisted with the collection of a tooling purchase order for $19.9 million within five months of assignment.
• Organized quarterly Controllers meetings presenting, discussing and resolving pertinent issues.
European Accounting Manager – Burscheid, Germany 1994 – 1997
Relocated to Germany for a three-year assignment to establish the financial consolidation and reporting functions at a new
European HQ. Provided accounting and financial reporting direction for local statutory and U.S. based financial statements
for fifty plants in fifteen different countries. Coordinated the quarterly forecasting process with division management and

3. the presentation to senior management. Trained local employees how to complete a U.S. financial consolidation in a timely
and accurate manner. Reviewed actual and forecast results for profit conversion on incremental sales, reserve usage not
approved by senior management, and conformity to U.S. GAAP. Assisted with the resolution of acquisition accounting
issues and coordinated the year-end closing process with US HQ.
• Assisted with financial reporting integration for new acquisitions. Trained plant staff about key performance
objectives. Automated the restatement of locally prepared financial statements to U.S. format. Implemented the
US financial reporting system that identified performance improvement opportunities that resulted in the rapid
improvement of Earnings, Working Capital and ROA.
• Traveled to France and trained local employees at a major acquisition on U.S. reporting requirements. Designed with
PW-Coopers Strasbourg an electronic mapping table that pointed the local general ledger accounts to the U.S.
equivalent, which enabled us to discuss local issues in US format, and problems were identified and resolved.
French management quickly learned U.S. management objectives and action plans were devised to improve
financial results. Working capital improved $100 million within one year.
• Significantly improved the quality of financial reporting received from European Plants resulting in accurate and
timely reporting to US HQ and lower headcount requirements.
• Investigated and resolved a large unexpected year-end loss at German HQ. Reduced the loss $800,000 by reconciling
German net income to U.S. net income on a life to date basis. Coordinated problem resolution with European and
U.S. HQ. Statutory books reconciled to U.S. management books for the first time ever.
• Traveled to “problem” plants and assisted the Controller with local problems such as the preparation of the Profit
Plan, Capital Expenditure budget and month end closing assistance.
International Accounting Manager – Plymouth, Michigan 1990 – 1994
Translated European financial statements to U.S. dollars. Consolidated and analyzed European financial statements for
monthly actual results, quarterly forecasts, and annual profit plans. Traveled to acquisitions, start-up plants and on going
operations to explain U.S. financial reporting requirements, financial objectives and U.S. accounting policies and
procedures. Assisted with special projects, i.e. the implementation and de-bugging of the Micro Control consolidation
system, and the design and implementation of a standard chart of accounts.
• Worked with Data Processing to implement an electronic communication system with our European Plants. Developed
and implemented a standard Lotus file for all foreign operations to complete for reporting of monthly actuals and
quarterly forecasts. Assisted with the implementation of the Micro Control consolidation system and designed the
foreign currency translation module that converted foreign data to U.S. $ which resulted in increased timeliness and
accuracy of European financial reporting to U.S. senior management. Business expanded from seven
Plant’s to over forty locations in thirteen countries.
• Traveled to European plants and explained U.S. reporting requirements, U.S. GAAP adjustments, electronic
communication procedures, and U.S. financial policies and procedures. Assisted with training European plants on
understanding U.S. financial goals and reporting requirements. These locations became quickly focused on financial
improvements, which resulted in improved earnings, Working Capital, and ROA.
General Accounting Manager – Plymouth, Michigan 1990
Ensured that centralized general accounting systems worked properly (accounts receivable, accounts payable, payroll and
cash management) for North America. Followed-up with Internal Audit on outstanding issues.
• Computerized the translation of European financial statements using Lotus 1-2-3.
• Developed and implemented a distribution system for financial procedures (40 North American Plants, and 40
European). Ensured that procedural enforcement was consistent on a worldwide basis.
Prior to joining Johnson Controls valuable experience was gained as I successfully served Federal Mogul (1988 – 1989),
Southfield Michigan as the Manager of International Accounting Systems; for General Motors Cadillac Motor Car
Division (1984-1988), Detroit, Michigan as a Cost Accountant, Assistant Program Mgr. – Cadillac Allante, Budget
Coordinator, Division Inventory Analyst; and for United Technologies (1981-1984) as a Senior European Accountant.
Education: M.B.A. – Finance, University of Detroit, 1984
B.B.A. - Accounting – CPA Preparation, Pace University, New York, N.Y., 1980
Additional Professional Training :
SAP, Hyperion Financial Management, Microsoft Excel, Word and PowerPoint. Take 6 Financial Continuous Learning
classes annually to stay current with Business Policies and procedures.

4. Personal Interests: Competitive Sailboat Racing, Downhill Snow Skiing, Stock Market Opportunities, and Travel.