FRASER M. BAKER

*** ********* ******, *******, ** 49002

Home: 269-***-**** Cell: 269-***-**** abhqkf@r.postjobfree.com

SUMMARY

Highly experienced financial professional with progressive responsibility

in multi-business and international operations of fortune 500 companies

such as General Electric Company and Perrigo Company. Expertise includes:

Planning/Analysis International

Finance

Business Development and Acquisitions System

Implementation

PROFESSIONAL EXPERIENCE

PERRIGO COMPANY

(2005-2011)

Business Controller - Rx Division; Allegan, MI (2006 - 2011)

Perrigo Company is a generic over-the-counter / Rx pharmaceutical

manufacturer that has revenues exceeding $2 billion annually. As the

Business Controller for the Rx Division our annual sales rose from $100

million in 2006 to over $300 million currently. Within my role, as the

finance lead, my responsibilities are in the following functional areas:

. Finance responsibilities

o Full P&L and general ledger: All month end closing activities,

10-Q and 10-K write up, external audits questions and request

and all Sarbanes-Oxley activities for Rx division.

o Operation finance - Quarterly cost rolls, gross margin analysis,

PPV and productivity analysis.

o 5 year strategic plan, annual business plan using key company

objectives, quarterly forecast with analysis of variances from

plan and monthly updating for any risk or opportunities in the

forecast.

o Pricing initiatives - Support the Sales and Marketing team.

. First year in the position, Rx was seeing price erosion

exceeding 10% of prior year sales versus a greater than 8%

price increase currently.

. Contract pricing and wholesale chargebacks.

o R&D budget

. Manage litigation and clinical spend by project to meet

strategic business goals.

o Quarterly business report to upper management.

o Cash flow management

. Work with corporate treasury monthly to understand major

inflow and outflow of cash and also provide a monthly

foreign exchange forecast for purchases outside the US.

. Business Development

o Responsible for financial models for project justification.

o Manage all active third party agreements, including milestone

payments, royalty payments, and royalty revenue.

o Key member of product acquisitions that contributed over $30

million in sales.

o Managed new product integration process from concept to launch.

. Inventory management

o Manage finished goods for all three manufacturing location (New

York, Michigan, and Israel) and all third parties.

o Approve reserves, write downs and scrapped inventory.

. Stage Gate (product development decision tree)

o Monitor all costs related to a project within the pipeline.

o Discuss future market conditions and competition for each

project launch with senior management.

o Analyze company capabilities and need for capital for future

pipeline.

Director Financial Planning (2005 -2006)

. Key team member in bringing an $800 million acquisition that was

located in Israel, Germany and New York under the corporate planning

and forecast process. Also was the lead on capturing and monitoring

project model synergies.

. Responsible for budgeting and monthly forecasting process for four

business units and consolidating them under one reporting business

unit.

. Changed the reporting tools from an outdated and inefficient Excel

spreadsheet to a world class Hyperion reporting based system.

. Lead the charge in establishing unified key business metrics that

helped senior management measure each business unit equally during

the quarterly and annually business reviews

. Led the implementation of SAP project tracking for R&D. This effort

connected eight locations across the world to one list of all R&D

projects within the company. This tool provided a daily status update

on meeting milestone dates and spending variances within each

milestone. Also provided the ability to project cash flow more

efficiently on major project spends within R&D ($80 million spend

annually).

. Implemented a weekly sales reporting function that compared actual

sales and gross margin to forecast. This report provided weekly

volume/mix analysis on gains or misses and pricing issues so sales

team could react timely to any major issues during the month rather

than after the close of the month.

GUARDIAN INDUSTRIES (AUTOMOTIVE)

(2000-2005)

Group Controller; Warren, MI

Provided worldwide strategic planning and financial support for 11

operations with annual sales exceeding $700 million.

. Consolidated bi-weekly forecast, cash flow projections and reported to

upper management risk and opportunities within the group.

. Managed the budgeting and financial analysis for automotive group.

Created key financial measurable report and was responsible for

reporting to upper management on monthly basis.

. Responsible for approving company capital requests.

. Internal audit for production tools for tier one supplier and was

responsible for internal audit practices and procedure for preparation

of external audits.

. Decentralized the financial functions from headquarters to each plant

location. Implemented GAAP accounting practices, policies and

procedures at each plant location. Responsible for the external audit

results.

. Implemented ABC costing using ORIO software throughout all ten

operations.

. Responsible for accounts receivable and credit limit approval for the

entire business, additionally responsible for the credit and

collections function of the automotive group.

. Implemented inventory tracking model that handled POP (Paid-on-

Production) with GM and Chrysler.

GENERAL ELECTRIC COMPANY

(1992-2000)

Manager, Finance-GE Plastics HPP; Mt. Vernon, IN (1999-2000)

Responsible for all financial functions for $150 million world wide

operating business, including the assessment of strategic and financial

attractiveness of investments and new products. Worked closely with the

general manager to provide business direction for two product lines.

Developed an excellent rapport with the general manager, becoming a

trusted advisor on a variety of business issues.

Manager, Financial Operations-GE Plastics Manufacturing; Burkville, AL

(1998-1999)

Promoted to Senior Financial Manager for the Burkville operation

producing $610 million in sales and P&E expenditures of over $70 million.

Managed finance staff of seven. Elevated performance level by

establishing clear base expectations and regular performance feedback.

Managed the development of the site FMP (Financial Management Program).

Worked with a highly motivated team to revamp the pricing process and

eliminate unnecessary rebates. Saved the business over $500M in rebates

based on restructuring pricing waterfall.

Finance Analyst-GE Plastics Manufacturing; Burkville, AL (1996-1998)

H&V COMPANY (Acquired by GE in1996)

Plant Controller, Filter Products Manufacturing; Floyd, VA (1994 - 1996)

Assistant Controller/Cost Manager/Account Receivable Manager (1992 - 1994)

EDUCATION

Western Michigan University, Kalamazoo, MI

B.A. Accounting, 1992

General Electric Company

Executive Finance Leadership 2000

Perrigo Company

Global Leadership Principles Development Program for 2010

Lean Sigma Certified, Allegan, MI 2009

Six Sigma Certified, Burkville, AL 1998

Attended several GE sponsored courses, including Management Development and

Advanced Financial Management conducted at GE's Management Development

Institute in Crotonville, New York.

Experience with the following systems: SAP, BW, Hyperion, Hyperion

Retrieve, Hyperion Planning, Hyperion Analysis, ESSBase, Oracle Financials,

Oracle Ledger, Vistex, SEM, Business Objects/Crystal Reports, Blacksmith,

Peoplesoft, GEMMS, BPCS, Excel, Access, and Word.

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