Chambers Business Consulting

Charles Chambers, is President and founder of Chambers Business Consulting.  His expertise offers experiences in large publicly traded companies and small to mid-sized privately held businesses. He has served as a Controller as well as a Chief Financial Officer and has managed a diverse number of areas including human resources, safety, employee benefits, purchasing, labor negotiations, administration, legal, lender relationships, information technology, and strategic planning, as well as accounting/finance.

Mr. Chambers is actively involved in Financial Executives International, Ohio Society of CPA’s, Institute of Management Accountants, Toledo Rotary Club, and other civic organizations.  Mr. Chambers has an MBA from the University of Toledo, is a licensed CPA, and holds a Certificate in Management Accounting.  A frequent guest speaker, Mr. Chambers is also a part-time instructor at the University of Toledo and University of Findlay.

As Vice President of Administrative Services and Chief Financial Officer for TTL Associates Inc. Mr. Chambers’responsibilities included financial accounting, human resources, services costing, management reporting, information systems, treasury, fleet management, and planning and administration. He initiated cost reductions of over $350,000 annual impact in the 1st year of operations. During his tenure he successfully negotiated new banking relationships and two contracts with the UAW.

Mr. Chambers served as Chief Financial Officer for D&S Benore Trucking Inc. and Benore Logistics Systems Inc., privately held transportation and logistics companies with combined sales of $30 million. In this position, he led the strategic planning process and analysis resulting in exit of the trucking business and refocus on the logistics company. He successfully led the implementation of a new accounting system for both companies and completed successful restructuring of bank financing. Mr. Chambers' business consulting experience also includes assisting in the preparation to sell a client's company

As Vice President and Chief Financial Officer for Midwest Stamping Inc., a privately held automotive supplier with sales of $134 million, Mr. Chambers’ accomplishments included restoring the integrity of financial systems, implementing internal controls to reduce significant inventory variances and properly record revenue, increasing EBITDA over 50%, reduced inventory variances from 25% write-offs to .5% variances. In addition, he played a key role as member of team to evaluate acquisition alternatives.

While Mr. Chambers was with TI AUTOMOTIVE SYSTEMS GROUP, formerly Walbro Corporation, he was assigned to lead and manage the Controller and Information Systems functions including worldwide accounting, internal and external reporting, planning and financial analysis, and implementation of ERP system (QAD). In addition, he participated as a designated member of the senior management team to explore and complete plans to find a suitable buyer, prepared offering memorandum and key management presentations to potential acquirers.

As a member of the internal audit leadership team at Owens Corning with direct responsibility for process organization audits with emphasis on value-added contributions to improve controls in a SAP process environment, Mr. Chambers served as a leader, coach and mentor to the less experienced members of the audit staff. Results included recommendations for improvement in process controls with $2.5 million savings. In addition, Mr. Chambers held various management and leadership positions. Examples of accomplishments include designed, prepared and published internal consolidated financial information and analyses; managed reporting of financial results of the company to government agencies, shareholders, and the investment community; prepared the S1, 8K, 10K and 10Q reports and schedules to the Securities and Exchange Commission; served as process owner for development and implementation of single worldwide general ledger using SAP software with 50%+ reduction in required ledgers. Reduced staff levels from 23 to 15 (34%) with strategic plan developed for additional 4-person reduction (17%).


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