Manager Management

STEVEN J. FISCHER, CMA

E**** Dodson Hollow Road Westby, WI 54667

608-***-**** (home) 608-***-**** (cell) ********@***.***

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FINANCIAL PROFESSIONAL -CFO/VP/CMA

Financial Modeling, Strategic Operational & Budgeting, Forecasting &

Planning, Reporting & Business Planning Profit Optimization

Analysis

Senior Financial Executive successful at driving financial and operational

improvements across multiple diverse organizations. Exemplary leadership,

management and communication skills combined with financial expertise and a

strong background in operations to drive improvement in systems and

processes which fuel profitability and growth. Twenty years of experience

managing and improving:

Pricing and Profitability Systems Development & Implementation

Cash Flow & Working Capital Contract Negotiations

IT Infrastructure Banking & Financial Services

Relationships

Risk Management Income Taxes

Business Policies & Procedures Investment Analysis

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PROFESSIONAL EXPERIENCE

BRICKL BROS., INC., (and related parties), West Salem, WI

1996 - Present

Brickl Bros. (www.bricklbros.com) is a Design/Build General Contractor

specializing in the commercial, industrial and agricultural markets.

Select Trusses & Lumber (www.selecttrusses.com) and Precision Steel Trusses

(www.pstruss.com) manufacture roof and floor truss systems for use in

government, residential, commercial and agricultural construction. Various

real estate holding companies that own and manage rental property.

General Manager (Brickl Bros., Inc.)/Chief Financial Officer (all entities)

2006 - present

Promoted to General Manager and CFO with decision making authority and

responsibility for operational and financial results. Responsible for

development and attainment of business strategic plan through 12 direct

reports, with accountability for financial planning and modeling,

operations, accounting, purchasing, risk management, banking, legal and

regulatory, IT, safety, capital acquisitions, HR, taxes and investments.

. Improved contribution margin by 3.6% and GPM by 3.25% through pricing,

negotiating, purchasing, and productivity enhancements and an aggressive

cost cutting initiative that reduced indirect costs by 25%.

. Reduced G&A expenses 20% by engaging department managers in a zero based

budgeting process with stronger cost justification criteria and

increasing manager accountability.

. Re-designed incentive compensation to better reward top performers and

motivate lesser performers, reducing total incentive compensation by 5%.

. Negotiated and obtained financing for leveraged buyout at 80% of market

interest rate. Developed strategic plan for repayment of debt and

accelerated payments through increased operating cash flow.

. Raised current ratio by .43, increasing working capital through billings

and collections, accounts payable, inventory control, and over/under

billing management.

. Raised and maintained NPM and ROA at levels above industry benchmarks.

Controller (all entities)

1996 - 2006

Responsible for day to day accounting and finance functions through 4

direct reports, with accountability for financial reporting and analysis,

accounting, budgeting, risk management, IT, banking and cash flow.

. Instilled confidence in financial reporting by designing and implementing

the first fully integrated accounting system in company history, cutting

monthly closing time in half. Substantiated results with subsidiary

schedules showing profitability by projects and product lines. Enhanced

decision making ability and assisted senior management in developing

product mix targets to optimize profitability and ROA.

. Developed business plan and obtained Industrial Revenue Bond financing at

67% of market interest rate for new real estate and equipment which

increased capacity five times.

. Set objectives for inventory and reduced inventory 60% without

compromising revenue.

. Streamlined the budgeting process, reducing preparation time three-fold.

Directed the preparation of budgets for multiple business scenarios.

Incorporated sensitivity (what-if) analysis into budgeting process, and

presented budgets to team members across all disciplines.

. Developed and implemented computerized pricing model which created

competitive advantages across product lines. Implemented activity based

costing metrics and changed overhead recovery methods, improving decision

making. Developed variance analysis reporting system, resulting in

improved cost control and profitability.

. Directed spin-off of wholly-owned subsidiary, ensuring timely regulatory

filings. Developed separate reporting systems to meet the needs of all

parties involved. Continued to manage both companies' finance and

accounting systems and controls.

MASTER ASPHALT COMPANY, Maple Grove, MN 1992 - 1996

Diversified asphalt paving contractor specializing in road and parking lot

construction and re-construction.

Vice President, Finance and Controller

Full charge responsibility for accounting and finance functions through 3

direct reports, with emphasis on capital structure, debt financing,

financial reporting and analysis, budgeting, risk management, IT, and cash

flow.

. Formulated capital structure which optimized liquidity, cash flow,

leverage, profitability, and asset utilization. Divested unproductive

assets, negotiated and obtained debt financing at market rates, reduced

DSO, and improved payment terms with vendors.

. Designed and implemented first LAN and fully integrated computerized

accounting system. Implemented real time job costing system to track

project costs and decreased monthly closing time by 67%.

. Reduced insurance expense 39% and EMR to .68 by instituting safety

policies, procedures and culture.

. Improved system integrity and internal controls, reducing independent

audit expenses by 15%.

MINNETONKA NATIONAL BANK, Minnetonka, MN

1990 - 1992

Community bank offering full spectrum of financial services to small and

medium-sized business.

Credit Manager, Commercial Lending

Accountable for commercial loan portfolio credit quality and yield through

development and application of sound credit management principles. Primary

responsibilities included financial analysis, cash flow modeling, credit

scoring and underwriting, and early detection of deteriorating accounts.

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PROFESSIONAL CERTIFICATION & EDUCATION

Certified Management Accountant (CMA), Institute of Management Accountants

Bachelor of Science - Finance, Minor - Accounting (Magna Cum Laude)-Mankato

State University

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