Sales Management

Mark S. Rieland

**** **** **** ******, *****, MN 55435

C: 952-***-**** ( H: 952-***-**** ( *********@*******.***

Finance Leader ( Managing Director ( Business Development & Planning

Creating Strategy and Infrastructure to Drive Growth

Finance executive with domestic and international experience in consumer

goods, agribusiness and manufacturing companies. Proven ability to develop

strategy, create financial infrastructure, and align resources to enable

business growth. Unique capacity to understand business issues from

multiple stakeholder perspectives and to build consensus. Critical thinker

with solid negotiation skills tempered by cultural sensitivity. Formal MBA

training. Experience includes:

Strategic Planning Risk Management

Business Development Business Segment Turnarounds

Investments Management Systems / Process Design & Improvement

M&A / Joint Ventures / Integration Change Management

Global Controllership / Budgeting Team / Employee Leadership

Financial Planning / Analysis / Succession Planning / Talent Management

Reporting

Professional Experience

INDEPENDEnt CONTRACTOR, Edina, MN 2009-Present

Financial Consultant

Provide strategic planning, financial planning, business model development,

Board relations and start-up consulting services for small food and

agriculture companies.

Lenox Group, Eden Prairie, MN 2004-2008

$400 million designer, wholesaler and retailer of high quality tableware,

collectible and giftware products marketed under Lenox, Dansk, Gorham and

Department 56 brands.

Managing Director, Finance and Operations (2006-2008)

Provided financial leadership to Department 56 with annual sales of $100

million. Directed financial operations, budgeting, planning and reporting.

Facilitated cross-functional team to optimize inventory movement and

customer satisfaction. Supported business following acquisition of Lenox

table top brands.

o Implemented "early order" process for inventory purchases that reduced

manufacturing costs, improved customer satisfaction and enhanced

sales.

o Transitioned 300,000 square foot distribution center from Minnesota to

Maryland to leverage underutilized capacity.

o Served as key member of team that transferred CFO and other financial

roles to Pennsylvania.

Managing Director, Strategic Planning (2004-2006)

Partnered with senior management to develop new strategic direction for

Department 56. Responsibilities included performing industry and company

analyses, conducting market research, building insight and implementing

change.

o Co-led integration team for $200 million acquisition of Lenox, Dansk

and Gorham brands. Acquisition included multiple manufacturing,

distribution and office locations.

o Conducted due diligence reviews that resulted in one acquisition with

sales of $12 million.

Mark S. Rieland

Page 2 of 3

Syngenta, Basel, Switzerland 1997-2004

$6.6 billion agribusiness committed to sustainable agriculture and a global

leader in crop protection chemicals. Syngenta ranks third in the high-

value genetically modified commercial seeds market.

Controller, Global Field Crops - Basel, Switzerland (2001-2004)

Provided global control and finance leadership for $0.5 billion seed

business. Managed eight Controllers in four regions (North America, Latin

America, Europe and Asia). Member of global finance leadership team

responsible for succession planning, training and development of Finance

personnel.

o Restructured unprofitable business segments (geographic and product)

to improve financial performance. Improved sales and gross margins by

5.1% and 7.9%, respectively (three-year compounded annual growth

rate). EBITDA improved 3.2%.

o Implemented performance management system to standardize metrics,

monitor progress on key performance indicators (i.e., sales growth,

gross margins, EBITDA and ROIC), and drive change.

o Developed process for COO to conduct annual business reviews of

regional crop businesses.

o Consulted with regional businesses to identify and resolve key

business matters.

o Designed and facilitated changes in annual strategic planning process

to enhance understanding of market opportunities, competitive

advantage, key issues and action plans. Improved alignment of annual

plans with management goals and expectations.

o Managed major capital spending requests, secured corporate funding,

and developed process to align major investments with business goals.

Reduced capital expenditures by 10% over three-year period while

improving return on invested capital four percentage points.

Director, Business Development and Planning - Seeds Division, Golden

Valley, MN (2000-2001)

Identified divisional growth opportunities. Reconciled customer needs,

market opportunity and competitive advantage with various business models

to determine strategic fit and resource requirements. Managed due

diligence reviews, facilitated project teams, summarized pertinent data and

developed investment recommendations for senior management.

Managed business development projects ranging in market capitalization

from $0.5 million to $1.0 billion.

Purchased three businesses and concluded one joint venture that

resulted in new markets and critical mass to the organization.

Manager, Financial Planning and Analysis - Seeds Division, Golden Valley,

MN (1997-2000)

Provided financial leadership to Marketing, Sales, Supply Management and

Research Departments. Supervised two Analysts. Managed planning

activities for corn strategic plan, annual budget and quarterly updates.

o Improved financial performance of corn portfolio by developing

innovative methods to analyze the business, implementing specific

changes, and monitoring long-term results:

. Portfolio rationalization - reduced seed corn product offering 25%

and increased gross margins from 40% to 45%.

. New product introductions - developed model to predict impact of

new products on current portfolio, enhancing margins an additional

four percentage points to 49%.

. Cost savings - delivered a 15% reduction in cost of goods produced

by increasing corn volume harvested for production (without

incremental cost) and eliminating idle capacity.

o Developed database and analytical tools to identify profitability by

crop, region and distribution channel. Analysis resulted in sales

bonus calculation change (emphasis on profitability versus volume),

divestment of one of five crops, and distribution strategy change from

third party associates to internal sales force.

Mark S. Rieland

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Manager, Financial Planning and Analysis (Continued)

o Globally selected to participate in an Executive Development Program

at Purdue University "designed for key managers chosen for future

leadership roles".

o Implemented data warehouse reporting tool utilizing new SAP system.

Led global interdisciplinary team chartered to improve data accuracy

and speed.

General Mills, Minneapolis, MN 1985-1997

One of the world's largest food companies that manufactures and markets

consumer brands across a wide range of food categories.

Senior Financial Analyst, Corporate Planning and Analysis (1997)

Provided financial leadership to 14 corporate departments including

Recruiting, Investor Relations, Transportation, Compensation/Benefits,

Building Services, and GMI Foundation.

Financial Analyst - Betty Crocker Products Division (1994-1996)

Managed profit and loss analysis for eight national brands. Identified

areas of risk and recommended adjustments to ensure annual volume, profit

and market share commitments.

Trade Promotion Analyst - Big G Marketing Division (1992-1993)

Managed $160 million Trade Promotion budget (retailer incentive programs).

Division Analyst - Vroman Foods Division (1992-1993)

Raw Materials Analyst - Packaged Foods Operating Division (1988-1989)

Financial Management Training Program (1985-1987)

Education

ST. THOMAS UNIVERSITY, St. Paul, MN Currently In Process

Certified Management Accountant (CMA) Program

University of Chicago Graduate School of Business, Chicago, IL

1995

Master of Business Administration

University of St. Thomas, St. Paul, MN 1984

Bachelor of Arts, Finance

American College of Switzerland - International Studies

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