Management Development

Gary H. Penrod

**** ****** *******

St. Charles, MO 63304

Work: 314-***-****

Mobile: 314-***-**** Email: abi5el@r.postjobfree.com

Home: 636-***-****

SENIOR EXECUTIVE with diversified corporate and entrepreneurial experience.

Key facets include extensive operational and division experience

supporting manufacturing, engineering, and program development. Have a

proven record of leadership and achievement through business counsel,

market development, team involvement, and management controls.

DEMONSTRATED EXPERTISE

Controllership Lean Implementation

Budget Development and Change Management

Forecasting

Financial Planning and Analysis Capital Investment Oversight

Metric Development Product Program Controls

Consulting Community Relations Interface

Business Process Development Executive Board Member Leadership

Project Management Internal Control and Audit

EXPERIENCE:

Excengin Worldwide, Inc, St. Louis, MO

2008-Present

Managing Director - Operations

Established a start- up company focused on working with US based companies

looking to grow their markets internationally. Responsible for the

overall operations of the company including:

> Developed an export program focused on expanding small and medium

size companies into global markets. Expected outcomes include

growing regional jobs by 1,500 and to generate revenue in excess of

$100.0 million per year.

> Worked with the State of Missouri and regional governments on

developing an export training program.

> Led consulting activity with several clients in the industrial,

technical, automotive, food, and consumer products looking to expand

their markets and attract new investment from overseas partners.

> Responsible for project oversight and interface with our operations

in China.

General Motors Corporation Detroit, MI

Plant Finance Director - Wentzville Truck Assembly Wentzville,

MO 2001-2008

Responsible for the overall financial operations of this truck assembly

facility which generated $3.8 billion in revenue and had an operating

cost of $385.0 million. Supervised and developed a staff of ten analysts

whose responsibilities encompassed payroll, project control, labor

costing, material, internal control, budget and forecasting, and fleet

operations. Provided staff leadership for budget and business plan

development, corporate reporting, and

Gary H. Penrod

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the risk management function supporting all Sarbanes-Oxley reporting

requirements. Led a cross functional leadership team that achieved

numerous corporate and consumer awards along with several state

environmental awards.

> Realized a $109 million dollar improvement from 2001 through 2008,

key enablers included increased productivity, negotiated contract

reductions, supplier changes, lean manufacturing processes and

improved product quality.

> Average annual improvement was 5.7% versus a target of 4.0% during

this period.

> Implemented several best practices:

. Overtime monitoring program, reduced maintenance and start-up

costs. Savings for 2007 were $1.3 million. This process was

adopted by six other facilities and generated an additional $3.5

million in savings.

. Daily checkbook process, tool for reviewing daily plant spending

versus target by spending category, labor, material and scrap.

This program was an enabler for the plant to achieve an $18.5

million savings in 2007.

> Successfully negotiated the first tax abatement for GM with the City

of Wentzville and St. Charles County in 2002. Total saving over

five years was $7.0 million.

> Worked with local and regional taxing authorities to implement a 40%

reduction in personal property and real estate taxes on both

facility and equipment. Total annual savings was $1.6 million in

2008.

> Managed the charitable contributions fund and was the GM-PAC

Treasurer for the State of Missouri.

Controller - Saginaw Metal Castings

Saginaw, MI 1998-2001

Responsible for all accounting and finance activities for this $190.0

million manufacturing facility including budget development, internal

control, payroll, cost management, asset control, and monthly forecast

preparations. Supervised and developed a staff of five analysts. Team

member of the facilities operations staff which included both management

and union leadership; this group was recognized for its progressive

approach to labor relations. The facility also received several awards

for continuous improvement programs, employee communications, quality, and

environmental standards.

> Realized a $25 million dollar improvement over three calendar years

exceeding the goal by 30%. Key cost reductions were achieved

through manpower improvements, machine utilization, and process

controls.

> Established financial goals and objectives by product line and

integrated them into the annual business plan. All objectives were

communicated at the department level.

> Implemented a new plant performance reporting system, provided

standardized reports focused on cost drivers. This system was

integrated into a five other facilities as a common reporting tool.

> Member of the plant contract negotiation team which negotiated a new

living agreement with the UAW leadership. This new approach created

an environment that quickly elevated and resolved labor issues,

generated new cost savings programs, and provided a framework for

the facility to be awarded new products and investment.

Gary H. Penrod

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Finance Manager - V6 Engine Product Programs Flint, MI

1995-1998

Responsible for all accounting and finance activities for this $165.0

million engineering facility including budget development, internal

control, payroll, future program cost tracking, asset control, and monthly

forecast preparations. Supervised and developed a staff of four analysts.

> Provided oversight and support for all V6 Engine product programs.

Successfully reviewed and received approval for a new family of V6

engines, total capital requirement was in excess of $500 million.

> Part of a team that successfully implemented a new common change

management system for three engineering centers and twelve

manufacturing locations. Focused on the product development cycle

and manufacturing process changes.

> Led the Engine Plant Management teams on cost targeting,

benchmarking and continuous improvement programs.

> Implemented a new product line financial reporting process focused

on competitive benchmarking, and cost targeting. All new objectives

were integrated into our facilities in Michigan, New York, Canada,

and Mexico.

EDUCATION:

MBA, Central Michigan University

BA, Major in Accounting, Eastern Michigan University

GM Corporate Training:

. Business Plan Development Seminar - Wharton School

. Change Management Process

. Sarbanes-Oxley Implementation

. Leadership

. Mentoring

. Employee Development

. Lean Manufacturing

. Quality Control Systems

. Negotiations Strategies

BOARD MEMBERSHIPS:

Saint Louis Minority Business Council - Board of Directors

2002-2008

Primary mission is to provide ongoing growth opportunities, financial

support, training and education for its corporate members and for Minority

Business Enterprises (MBEs). Served as Treasurer and was an Executive

Committee Member.

Saint Charles County Economic Development Council - Partners for Progress

Board of Directors

2002-2008

Mission is to grow St. Charles County through partnership with local

government, legislative members, regional organizations, community and

business leaders.

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