Executive

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Position
Executive
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Consumer-Packaged-Goods
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$100,000 to $200,000

Resume Summary
Executive Leader Overcoming Challenges; strong financial background. Experience: general management, strategic and operational planning/execution, financial/information management, KPI reporting, industrial marketing, leveraging engineering expertise, global development. Skills: strategic thinking, integrating strategy into operations, identifying/resolving opportunities, integrating cross-functio

Resume Body      EXECUTIVE

SUMMARY

Executive Leader Overcoming Challenges; strong financial background. Extensive experience in general management (CEO), strategic and operational planning/execution, financial/information management (CFO), key performance indicator (KPI) reporting, industrial marketing, leveraging engineering expertise, and global development. Business Leader skilled at strategic thinking, integrating strategy into ongoing operations, identifying and resolving opportunities, integrating cross-functional business teams, and leading organizational change. Developer and Mentor of future business leaders, which includes 3 CEOs (one is also business owner), 7 CFO/Finance VP/Controllers, 2 Financial Consulting Practices, and 1 Plant Manager among former direct reports.

EXPERIENCE

McJERO GROUP LLC. 2018 to present
Provider of management consulting and contract financial services. President

McCOY BOLT WORKS Inc., Ft. Wayne, Indiana 2002 to 2018
Privately-owned, closely-held manufacturer of high strength fastening systems, specializing in steel suspension bolts for large commercial trucks (OEM Automotive), buses, and trailers. Globally recognized technical expertise in safety-critical suspension fastening applications, with competitively differentiated engineering capability and proprietary steel. Business
operates with 40-50 employees from one non-union plant servicing all North American customer locations.
Vice Chairman of the Board July 2017 to June 2018
Member, Board of Directors February 2002 to June 2018
President, CEO/CFO December 2001 to June 2017

BORDEN FOODS CORPORATION, Columbus, Ohio 1995 to 2001
$600 million manufacturer of consumer-packaged food products, following acquisition by Kohlberg, Kravis & Roberts.
Finance Director Supporting Sale of Businesses 2001
Finance Director 1999 to 2000
Planning Director, US Pasta 1995 to 1999

QUAKER OATS COMPANY, Chicago, Illinois 1987 to 1995
$6 billion manufacturer of consumer-packaged food and beverage products.
Planning Director, U.S. Cereals Division 1993-1995
Planning Controller, Ready-to-Eat Cereals 1990-1992
Information Services - Finance Manager 1989-1990
Gatorade - Sr. Financial Analyst 1987-1989

ANDERSEN CONSULTING, Chicago, Illinois 1985 to 1987
$2 billion provider of integrated management information systems. Consultant

LTV STEEL CORPORATION, Milwaukee, Wisconsin 1981 to 1983
$3 billion manufacturer of flat rolled, pipe, and bar steel products. Sales Representative

EDUCATION
Renaissance Executive Forums Member, Fort Wayne, Indiana, 2005-2017
Master of Management, Northwestern University Kellogg School, Evanston, Illinois, 1985
Bachelor of Science in Economics, Allegheny College, Meadville, Pennsylvania, 1981

VOLUNTEER
Childrens Hearing Aids Mission Trip, Entheos and Woodland Charities, Guatemala, March 2016
Reading Tutor, Grades 1-3, Learn United, Ft. Wayne, IN 2010-2011

ACCOMPLISHMENTS

McJERO GROUP LLC.
President, 2018 to present
Provider of management consulting and contract financial services.
" Distributor Client providing joint sealant products to automotive / industrial customers
o Annual Revenue about $6 million, Cash Shortage Issue with Debt Ceiling reached
o GM/Controller lost to long-term disability
o Provided GM/Controller position for six months; Stabilized cash flow and operations
o Re-established financial reporting and established cash flow planning processes
o Provided Strategic Assessment with Next Steps Plan
o Identified and assisted hiring of GM with specific industry expertise
" Manufacturing Client with Retail, Wholesale, and E-Commerce Customer base
o Annual Revenue about $9 million, Cash Shortage Issue with Credit Line 60% utilized
o Controller resigned immediately following Thanksgiving Holiday
o Re-established financial reporting with existing staff and established cash flow planning processes
o Led annual close process and review by CPA/Tax Accounting firm
o Provided Strategic Assessment with Next Steps Plan
" New Steel Processing Business Investment Assessments
o Client with multiple steel processing businesses approached by potential customers with new product/business proposals
o Developed Business Case Evaluations for 2 product line expansions, and 1 new product
o Identified market/pricing parameters, capital requirements, manufacturing and industry considerations
o Provided economic analysis with recommendations

MCCOY BOLT WORKS
President, CEO/CFO December 2001 to June 2017
Accountable for leadership of all company strategic and operational aspects, reporting to Board of Directors.
Delivered 20% average annual cash return on capital investment to owners, while:
o Re-investing equivalent of average annual capital investment in plant, equipment, and growth strategies;
o Overcoming Great Recession and no-growth aftermath;
o Working through three steel cost increase shocks (+50% within one year on one-half of total product cost);
o Surviving dramatic long-term increases in health care costs and regulations.
Created and implemented Strategic Plan to leverage engineering capabilities and market position to expand product line and services, while focusing on generating economic value through continuous operating improvements.
Led successful development of proprietary corrosion protection coatings with substantial performance improvements at reasonable costs to meet specific needs of Customers customers.
Diversified customer base from large truck/bus Original Equipment Manufacturer segment to include suspension manufacturers (trailers and work trucks) and independent aftermarket service parts, with North American market share across all segments increasing from historical average 20% to 30% by mid-year 2017.
Implemented flexible service capabilities with Performance Pricing.
Changed steel product type for improved product quality and production performance, while developing alternative steel suppliers from previous sole supply approach.
Led productivity improvements via operational performance, production planning upgrades, and selected investments.
Established Brazilian subsidiary company in 2013 to invest in joint venture with local Brazilian company for large truck OEM suspension parts.
Explored expansion into Indian market, and developed Indian steel supplier qualified for U.S. OEM product supply.
Re-Structured financial reporting and implemented key measures system to provide improved understanding of performance drivers, focus on economic value, and faster response times for Management and Board of Directors.
Managed cash and bank relationships to ensure adequate working capital in highly cyclical business.
Delivered enhanced enterprise systems, and upgraded insurance, legal and human resources (non-union) support.

BORDEN FOODS CORPORATION
Finance Director 1999 to 2001
Planning Director, US Pasta 1995 to 1999
Responsible for financial management, strategic and business planning in all operating units of Borden Foods, internal and external reporting, and corporate planning. Reported to Chief Financial Officer with strong relationship to VP General Manager of US Pasta, while working directly in that business.
Provided financial support during separate sales of Borden Foods component brand businesses during 2001, which
included business presentations and management of remaining balance sheet.
Developed Finance role in US Pasta and subsequently across Borden Foods, to function as business partner in managing financial performance and business discipline, providing decision support, and leading an effective planning process.
Contributed financial leadership in successful launch of new shelf stable, microwavable pasta meals portfolio.
Delivered first real understanding of profitability, costs, and performance drivers across sales channels, product portfolio, consumer market segments, and specific US pasta products.
Leader in construction and execution of strategy that converted declining, $500 million commodity pasta business with massive losses into profitable $260 million business with stable market share. Identified issues based on improved financial understanding and market environment. Active leader in gaining consensus, and successfully executing the following actions:
o Exited private label business to eliminate $24 million in losses,
o Gained control of retail branded net pricing, resulting in $18 million earnings increase,
o Rationalized supply network against new sourcing strategy for $16 million earnings improvement,
o Stabilized retail branded market share through focus on consumers and customers.
Restructured monthly business reporting, and integrated forecasting process, to more effectively communicate key drivers in financial performance, and streamline resources required. Revised internal profitability reporting to align measures with accountabilities, improve performance understanding, and eliminate management confusion.
Designed and implemented measurement approach for customer profitability and promotion effectiveness, while advising in creation of customer management strategy.

QUAKER OATS COMPANY
Planning Director, U.S. Cereals Division 1993-1995
Planning Controller, Ready-to-Eat Cereals 1990-1992
Responsible for financial management, strategic and business planning, supporting $1 billion Cereals business unit. Reported to Division President as leading member of Cereals management team that stabilized market share and doubled return on investment in four years. Operating Income increased at 11% compound annual rate on 5% compound annual revenue growth, and financial results outperformed competition in last two years.
Created economic perspective, which demonstrated substantial benefits of combining Hot and Ready-to-Eat Cereals into one organization, and developed Cereals Strategic Plan by integrating two separate strategies.
Transformed finance role in Ready-to-Eat Cereals from one of enforcement to one of participation as full business partner.
Defined, internally sold, and established essential finance role within Quakers Total Customer Development strategic initiative.
Streamlined Cereals management process, through redesign of quarterly and annual planning processes, and the development of a key performance indicators reporting system.
Information Services - Finance Manager 1989-1990
Responsible for financial planning, purchasing, accounts payable and administrative functions of $45 million Information Services department, supporting $4 billion business operation. Invented finance role within management team.
Gatorade - Sr. Financial Analyst 1987-1989
Responsible for financial planning and analysis, supporting $700 million Gatorade business unit.

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