Home: 913.390.8027
Cell: 816.686.4230
klyager@msn.com
Value mindset 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. Customer focused and performance-driven. Experienced in positioning companies for next level of growth.
Financial Improvements Acquisition Growth Strategic Alignment
- Delivered $5M+ profit growth
- 35% cash flow increase
- M&A 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 Integrations
Profitability and Cost Analysis
Operations Management
Cost Reduction Initiatives
Efficiency Improvement
Change Management
Turnarounds
P&L Performance Improvement
Divestitures
Risk Management
Marketing Initiatives
Process Optimization
EXECUTIVE PERFORMANCE OVERVIEW
UNITED ROTARY BRUSH CORPORATION
Lenexa, Kansas
2010 to 2011
$37M privately held 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 strategic guidance and established new corporate objectives in distressed turnaround operating environment. Developed improved P&L reporting processes and operations reviews. Developed product and business line forecasts and monitored key activities. Advise President on vision focus, risk analysis, cost containment, and culture change.
* Identified growth and earnings improvement opportunities via revised strategy and scenario models.
* Identified inventory savings of $700,000. Initiated marketing plan for high margin, fast turning products.
* Implemented Balanced Scorecard process to align goals with strategic objectives and improve performance.
* Saved $100,000 by improving operational processes and installing key performance metrics.
* Improved product pricing structure and customer profitability through efficiency enhancements.
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 leadership during period of economic and strategic change to transform company having stagnant growth. Restructured departments and enhanced new IT system. Initiated efficiency and performance improvement activities throughout company reducing costs. Created Performance Scorecard and new reports for CEO and Board of Directors. Lead strategic planning, market analysis, and acquisition reviews. Developed new business plan and growth analysis.
* Revenue increased $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 financing relationships.
* Improved cash flow 30% through reduced cycle times and continuous improvement activities. Received $77,000 in state grants for business expansion.
* Saved $200,000 via new inventory control processes. Improved Purchasing efficiency and vendor reviews.
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 (ALSO PERFORMED COO TYPE DUTIES)
Guided company during turnaround period. Restructured contracts with suppliers and distributors while establishing new organizational structure. Redesigned information flow within the company. Conducted strategic planning and analysis activities. Assisted with divestiture of $10M division.
Charged with improving company performance and positioning enterprise on growth path. Provide strategic and financial oversight across Financial, Administrative, Legal, Operations, and Warehouse departments. Implement new procedures and infrastructure improvements; assess risk and mitigate loss.
* Implemented new computer 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 (ALSO PERFORMED COO TYPE DUTIES)
Provided strategic guidance to manage corporate turnaround to position company for national growth. Guided company P&L and evaluated strategic growth opportunities. Oversaw Financial, Administrative, Legal, Customer Service, Purchasing, and Distribution operations. Reviewed and approved Marketing plans and projects.
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 operating expenses $250,000 by implementing continuous improvement initiatives.
* Slashed shipping and receiving errors 95% and reduced loss $150,000 through establishment of inventory controls; removed bottlenecks and built rapport with operations personnel.
* Saved $250,000 and enhanced effectiveness of insurance programs by improving risk management strategy.
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.)
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 company, 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 and monitoring 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 (and performing COO duties) 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) |
