Manager Sales

Robert L. Desrochers

**** ****** ***** *****: 541-***-****

Roseburg, OR 97470 Email: ***.*.**********@*****.***

Professional Summary

GE trained Financial Executive with P&L and diversified domestic and

international experience in general management, operations,

sales/marketing, financial management/planning, corporate development, and

IT. Businesses served include aerospace and defense, power generation,

home laundry, consumer electronics, HVAC, pleasure boating, kitchen cabinet

manufacturing, and forest products.

Senior operational financial leader who designs highly successful

strategies to maximize profits, control costs, and expand business. Track

record of effectively partnering with other functional leaders to drive

change.

Key strengths include driven to succeed, outstanding interpersonal skills,

analytical, creative, and effective leader.

( Positions the organization for solid growth and continued

product excellence.

( Drives the company forward and consistently meet short and long-

term goals.

( Builds, develops, and mentors a dedicated team of professionals

and motivates breakthrough performance results and making a meaningful

contribution.

( A quick study with a broad range of industry knowledge.

( Infuses a sense of humor into everyday business and views

challenges as growth opportunities.

Auditing/SarBox Inventory Controls

Budgeting Mergers & Acquisitions

Cost Accounting Pension Planning

Credit Start-ups

Financial Analysis Taxation

Forecasting Treasury

General Accounting

Professional Experience

Roseburg Forest Products Roseburg, OR

2005-2009

Largest privately held forest products company in the U.S., with sixteen

plants in six states, 650,000 acres of timberland in CA and OR, and

employing 4,000. Major customers included The Home Depot, Lowes, Menards,

and local lumberyards sold through distribution companies, such as

BlueLinx.

Chief Financial Officer

Spearheaded and focused efforts of 85 person staff in operations and

financial analysis, general and tax accounting, cash management, treasury

and IT functions. Initiated best practices in transitioning from regional

privately held company to rapidly growing, national company. Direct

reports included Corporate Controller, Manager of Financial Planning and

Analysis, Manger-Credit, Manager-Tax, Manager-Benefits, Treasury Analyst

and Chief Information Officer.

. Changed company culture from loose confederacy of independent mill

mangers in isolated business fiefdoms to a collaborative more centralized

and standardized operation.

- Engaged executive management to establish end game of profit

improvement and asset performance.

- Worked directly with plant management to challenge what they had

always done in the past and find more creative ways to improve

performance.

. Established challenging metrics in operations and asset management to

improve operating results and cash flow.

- Raised the bar on capital appropriations request, requiring more

insightful analysis to create better projections of what asset return

could be.

- Challenged traditional methods of measuring productivity based upon

volume per employee rather than cost vs. return basis.

Reduced inventory from $144 million to $80 million and

increased working capital turnover from 6 to 9.

. Successfully increased bank line of credit from $600 to $825 million to

initiate an acquisition, saving more than $2 million in interest expense

annually.

- Solicited bids from six lenders (incumbent plus five new lenders) and

replaced existing debt with longer maturities and much lower rate.

- Subsequently, amended credit facility in June 2009 to accommodate

business downturn.

. Led financial analysis of $200 million acquisition. Spearheaded

integration of financial systems within 6 months; in half the time

incumbent company estimated.

First year saw $225 million of accretive sales and $30 million of EBITDDA.

. Recruited team of tax experts to research IRS tax code and disclose R&D

credit savings, and energy credits. Tax credits aggregated more than $8

million.

. Served on sponsoring Executive for installation of JD Edwards Enterprise

1, replacing unsupported and outdated software. Upgrade provided

integrated order entry, general accounting, payables, receivables, and

inventory management.

Platform gave management team access to by-customer/by-product line

profitability, provided visibility to aged inventory, and aided in

improved inventory turns from 7 to 10.

. Consolidated Union and Salaried Pension funds for investment purposes,

negotiating lower rates with service providers. Lowered fees and

expenses by $500K.

Masterbrand Cabinets, Inc., Fortune Brands Jasper, IN

1999 - 2004

Largest consolidated kitchen cabinet company in U.S. with twelve plants in

eight states and two provinces, employing 12,000. Major customers included

all big box stores as well as small independent dealers, wholesalers and

direct to builders (Lennar, Pulte, Centex etc.).

Senior Vice President-Finance

Challenged and led staff of 100 financial professionals and 60 information

technology personnel in operations and general accounting, financial

analysis, planning and reporting, budgeting, cash management, credit, tax,

and IT functions. Direct reports included VP-Finance (3), Corporate

Controller, Director-Strategic Planning and Credit, and Chief Information

Officer.

Brought uniformity in accounting and analysis for a business that doubled

revenue in three years by aggressive acquisitions. Member of executive

operating committee, leading double-digit sales and earnings growth by

strategic acquisitions and integration utilizing best practices.

. Key member of acquisition due diligence team. Completed acquisition of

five cabinet companies in three years.

- Evaluated financial results and product cost, and performed material

cost analysis prior to purchase of targeted companies.

- Post acquisition: integrated financial results via Hyperion, setting

up monthly closing routines to match Fortune Brands requirements,

establishing accounting consistency and internal controls.

Sales and operating income more than doubled in four years for a $600

million increase.

. Provided focus on profitability for channel Sales VP's. Company re-

organized along sales channels.

- Led implementation of financial system to aggregate sales and

profitability by customer/channel, with both direct and allocated

expenses. Focus allowed one channel to increase operating

profitability by 100%.

- Reorganized finance and created channel financial analyst positions to

directly support sales vice presidents.

. Worked directly with finance and operating personnel to divide inventory

into buckets, including at the commodity level.

- Revised purchasing routines and usage algorithms to improve inventory

turns from six to almost 11 over four years. Equivalent reduction of

almost $70 million.

. Identified routine deficiencies in procurement, shipping, and

administrative practices for selling centers. Lack of internal controls

created $2.5 million shortfall.

- Established stronger controls and provided research to indicate the

selling center had a longer useful life than currently used. A change

in asset lives brought lower depreciation, thereby offsetting the $2.5

million inventory loss.

. Strategically created plan to extend payables terms by one week per

month, generating almost $10 million of free cash flow, thereby

offsetting inventory excess.

- Inventory levels were substantially higher than budgets because of

production changes of component manufacturing between plants. Impact

was projected non-attainment of working capital targets.

Bayliner Boat Division, Brunswick Corp. Arlington, WA

1999 - 2004 Bayliner/US Marine-largest pleasure boat

manufacturer in the U.S. in terms of units. Manufactured as many as 32,000

boats in sizes ranging from 15 to 57 feet. Nine plants operated in seven

states, employing 4,000. All boats sold through an independent dealer

network.

Chief Financial Officer

Directed staff of 55 in financial analysis, budgeting, financial reporting,

tax, pension plan management, and IT functions. Direct reports included

Controller, Director of Financial Planning and Analysis, Manager of

Customer Billing, Manger-Credit and Chief Information Officer. Sponsoring

executive for installation of Oracle MRP II systems.

. Led efforts to reduce boat production costs, working with production

personnel to establish basic routings standards and purchasing personnel

to create bills of material. Created "off line" standard cost system to

measure efficiencies and allow focus on improving cost position.

- Noted significant labor was expended by "climbing in and out of the

boat" to measure, cut, etc., and that no jigs or fixtures were used in

production process. Suggested standardization of best practices among

plants.

- "Off line" system was utilized as there was not a sophisticated labor

capture or material usage system. Costs were reduced by $2.5 million.

. Reduced dealer finance companies from eight to three, convinced dealer

network that national firms would offer better terms and service, often

requiring breaking long-standing relationships.

- Improved efficiency in administration and company received significant

reduction in interest expense of $1.5 million or 20% annually.

. Revised key analytical model, challenging long standing thinking as

business model had been built on total boat volume, with assumption that

profits on all boats were essentially the same percent and program

expenses (volume, co-op) were uniform.

- Under personal leadership, finance team created pro formas for top 20

accounts, demonstrating that volume and profits did not coincide.

Changed focus to mix of profitable boats, as well as curbing program

expense.

White-Rodgers Division, Emersion Electric Co. Saint Louis, MO

1995-1996

Manufacturer of thermostats and gas valves for furnaces and water

heaters. Five plants operated in three states and Mexico, and employed

3,000. Major customers included Carrier, AO Smith, and State Industries.

Vice President-Finance

Senior financial officer with total financial responsibility, supporting

manufacturing, sales, and distribution of furnace and water heater gas

valves and other HVAC products. Led 55 finance professionals at seven

plant locations in cost accounting, credit and collections, financial

analysis and reporting, general accounting, and taxes. Direct reports

included Controller, Manager- General and Cost Accounting, Manager-Credit.

. Completed due diligence and business plan, leading to establishment of

Chinese joint venture.

- Generated 25% higher margin on $5.0 million incremental sales in first

year.

GE Consumer Electrics Indianapolis, IN

(Subsequently Thomson Consumer Electronics)

Revenues $2.2 billion, operating division of a publicly traded company.

CFO - Canadian Subsidiary

Manager, Financial Analysis-Marketing Support and Strategic Ventures

Manager, Investment Analysis and Technology Finance

General Electric Company

Revenues $50 billion

Manager, Financial Auditing and Staffing, GE Aerospace, Philadelphia, PA

Manager, Auditing, GE Appliances, Caracas, Venezuela

Manager, Budgets and Forecasts, GE Power Systems, Schenectady, NY

Corporate Auditor, GE Corporate, Schenectady, New York, NY

Financial Management Program, GE Aerospace, Philadelphia, PA

Education

Pennsylvania State University, University Park, Pennsylvania

B.A., Pre-Law

Coursework in Accounting, Finance, Economics, Political Science, and

History

Professional Training

Strategic Leadership, Stanford University

Management Leadership - Darden, University of Virginia

Marketing Strategies - Kellogg, Northwestern University

Business Strategy Workshop - Wharton, University of Pennsylvania

Financial Management Program - GE

Affiliations/Activities

Financial Executives Networking Group

American Cancer Society/Relay for Life, Charity Fundraising

Executive Committee, Roseburg, OR Chamber of Commerce

Treasurer, BOD Member, Phoenix School (Alternative High School), Roseburg,

OR

Contact this candidate