Home: 913.390.8027 Cell: 816.686.4230 klyager@msn.com
Value mindset Financial executive with success in aligning strategy and operations with objectives to maximize a companys competitive advantage and achieve revenue, profit, and growth targets. Drive financial results through strategy execution, identifying and integrating growth opportunities, and performance improvement initiatives. Proactively guide leadership in adapting to changing business requirements and market conditions. Customer focused and performance driven. Experienced in preparing companies for next level of growth.
Financial Improvements Acquisition Growth Strategic Alignment - Delivered $5M+ profit growth - 35% cash flow increase - M&A project integrations with revenues over $200M - Implemented Balanced Scorecard to execute strategy and attain top 25% cost effectiveness in industry - Economic Value Added utilized to improve financial results 15% - Enhanced operations and improved service 35%
CORE COMPETENCIES Vision Focus Strategy Execution and Leadership Acquisitions and Integration Profitability and Cost Analysis Cost Reduction Initiatives Efficiency Improvement Budgeting and Forecasting Financial Analysis Turnarounds P&L Performance Improvement IT Systems Inventory Control Cash Management Financing Relationships
EXECUTIVE PERFORMANCE OVERVIEW
UNITED ROTARY BRUSH CORPORATION Lenexa, Kansas 2010 to 2011
$37M private equity owned multi-location manufacturing and distribution company. Highly leveraged. (Resigned due to changes in the companys operating and strategic focus.)
CHIEF FINANCIAL OFFICER
Brought in by new ownership to provide financial and operational guidance in distressed turnaround situation. Developed improved P&L reporting processes and operations reviews. Provided strategic guidance and established corporate objectives. Developed product and cash flow forecasts; monitored KPIs. Direct accounting, IT, and HR. Integrate $5M acquisition. * Identified growth and earnings improvement opportunities by revising strategy and creating financial models. * Identified inventory savings of $700,000. Initiated plan to focus on quick turning, higher margin products. * Implemented Balanced Scorecard process to align goals with strategic objectives and improve performance. * Saved $100,000 through financial and operational analysis and developed metrics to evaluate performance. * Reduced product cost and improved pricing and profitability through analysis and process improvements.
BRODERSON MANUFACTURING CORP. Lenexa, Kansas 2007 to 2010
$70M privately held multi-location industrial equipment manufacturing company. (Left after family proxy fight changed control.)
CHIEF FINANCIAL OFFICER
Provided financial leadership during period of economic and strategic change. Restructured financial department and enhanced new computer system to report accurate information. Initiated efficiency and performance improvement activities throughout company to reduce costs and improve cash flow. Created Performance Scorecard and new reports for CEO and Board of Directors. Direct accounting, IT, and HR areas. Lead financial analysis and acquisition reviews. * Increased revenue $30M and EBIT 30% by revamping strategic plans and creating analytical growth models. Led to expansion into Mexico, Central and South America, Europe, Africa, Philippines, and Asia. * Established $7M Lines of Credit through development of enhanced banking relationships. * Improved cash flow 30% by reducing accounts receivables and expenses. Received $77,000 in state grants for business expansion and $175,000 from R&D tax credit refunds. * Saved $200,000 by implementing bar code scanning and other inventory control processes.
MARTEC USA, LLC Kansas City, Missouri 2005 to 2007
$20M pharmaceutical operation of privately held billion-dollar German company. (Left when operations strategically repositioned by parent company into $300M related party Canadian company.)
CHIEF EXECUTIVE OFFICER AND PRESIDENT
Promoted to CEO and President upon sale of manufacturing operations. * Transitioned companys strategic focus into distribution business. * Added new consumer products and structured product agreements for U.S. market. * Increased revenue $300,000 from sale of dormant product license. Negotiated product license sale agreement.
CHIEF FINANCIAL OFFICER AND VP, FINANCE AND ADMINISTRATION
Guided company during turnaround period. Restructured contracts with suppliers and distributors while establishing new organizational structure. Redesigned international reporting process. Conducted financial planning and analysis activities and coordinated with strategic plan. Assisted with divestiture of $10M division. Charged with improving company performance and positioning enterprise on growth path. Provide strategic and financial oversight across Finance, IT, HR, Customer Service, and Warehouse departments, managing ten employees. Implement new procedures, controls and IT infrastructure improvements; assess risk and mitigate loss. * Implemented new computerized ERP system. Improved performance and developed new reports and analyses. * Completed legal structure reorganization into new company with 2 party holding companies. * Reduced expenses $100,000 while improving business performance by analyzing operations.
BIMEDA, INC. Kansas City, Missouri 2003 to 2005
$40M domestic manufacturing and distribution subsidiary of privately held international pharmaceutical concern. (Declined offer from company to relocate when corporate office moved to Chicago.)
CHIEF FINANCIAL OFFICER
Provided strategic guidance to manage corporate turnaround to position company for national growth. Oversaw financial, accounting, IT, risk management, M&A, customer service, legal and banking relations. Guided company P&L, ensured accurate reporting and managed eight employees in Finance, IT, HR, Customer Service and Warehouse departments. Developed international financial reporting process. Improved company cash flow and financial integrity, enhanced strategic planning and forecasting accuracy, and increased customer service level. Implemented new procedures and IT system. Integrated $20M acquisition. * Reduced expenses $250,000 by implementing continuous improvement initiatives. * Slashed shipping and receiving errors 95% and reduced write-offs $150,000 through establishment of inventory controls; removed data flow bottlenecks and built rapport with warehouse personnel. * Saved $250,000 and enhanced effectiveness of insurance programs by improving risk management strategy. * Achieved accurate cash flow forecasting and initiated process to improve collections 35%.
AQUILA, INC. Kansas City, Missouri 1998 to 2002
$2.3B energy services division of $40B Fortune 100, publicly held international energy company. (Left when financial crisis and regulatory scrutiny forced the repositioning of operations and eliminated a business unit.)
FINANCE DIRECTOR / DIRECTOR, PLANNING AND PERFORMANCE ANALYSIS
Executed performance improvement initiatives of Balanced Scorecard, benchmarking, financial and operational analysis, and strategy implementation. Led special projects and secured cross-departmental agreement. Performed M&A activities and developed integration strategies. Lead financial planning and analysis activities. Reporting to Business Unit President, led projects on cross-functional business unit initiatives designed to improve efficiency and effectiveness throughout the company having matrix organizational structure. * Partnered corporate strategic growth with employee goals via strategic planning and IT systems improvements. * Drove process and cultural changes in functions, invoking change management insight and capability. * Top-25% industry cost-effectiveness. Innovated Balanced Scorecard and on-line dashboard systems to align strategy throughout company. * Increased customer satisfaction 2% and product delivery reliability 35% by developing key performance metrics to improve financial and operational effectiveness across product lines. * M&A projects evaluating growth opportunities resulting in acquisition of companies with revenue of $100M. * Improved cost effectiveness through analysis and internal controls to reduce operating expenses $200,000.
OTHER RELEVANT EXPERIENCE
Started career with Big 4 public accounting firm Deloitte, subsequently holding positions of increasing management responsibilities with multi-location manufacturing, distribution, and service companies in a variety of industries having revenues of $40M - $8B, including CFO of organizations with revenues of $40M - $150M.
EDUCATION
Bachelor of Business Administration (BBA) - Accounting and Finance SOUTHWESTERN COLLEGE, Winfield, Kansas, Graduated with Honors Certified Public Accountant (CPA) |