Management Sales
Resume:
MICHAEL J. STILL, MBA **** Eudora Street, Denver, CO 80207
*******@************.***
FINANCE DIRECTOR / CHIEF FINANCIAL OFFICER
Commercially-focused senior finance professional with 18 years progressive management experience, including
“Big Four” and international exposure. Skills encompass strategic business planning, analysis, forecasting and
reporting. Nine years P&L and balance sheet management, focused on the growth of service, distribution and
manufacturing businesses. Strong record of streamlining and strengthening operations to maximize profitability
and flexibility in competitive, global markets.
Core competencies include:
Turnarounds, Acquisitions, Mergers
P&L and Balance Sheet Management
International Business Acumen
Corporate Governance & Control Frameworks
Policy Development
Cash Flow Management & Forecasting
Strategic Planning and Recommendations Treasury Operations & Commodity/FX Hedging
Process Reengineering / Productivity Improvements
Banking and Insurance Management
Team Building & Leadership Budgeting, Standard Costing & Cost Control
PROFESSIONAL EXPERIENCE
Timminco Corp. – Aurora, Colorado Divisional Controller May 2006 - present
(Manufacturing division of public company specializing in extruded magnesium products. Division included four
manufacturing locations and revenues of $70 million.)
Member of executive management team with full P&L responsibility reporting to the Division President. Directed
financial analysis of balance sheet and cash flow, internal and external reporting, budgeting, forecasting, standard
costing, capital expenditure evaluation, payroll and IT. Achievements:
Member of M&A Due Diligence Team responsible for assessing viability and value of proposed merger to
create a global, vertically integrated manufacturing and distribution business.
Key member of management team that eliminated $3 million in overhead through outsourcing and
introduction of contract manufacturing. Program also resulted in improved product quality and reduced
variable product cost.
Eliminated four Finance team support roles, saving $250,000 per annum without impacting financial accuracy
or reporting timeframes.
Redesigned annual budgeting/forecasting methodology, reducing development time by 50%.
Reduced monthly reporting processing time from 14 days to 6 days, and implemented consistent reporting
framework and analysis.
Stonecraft, Inc. – Denver, Colorado Contract CFO 2006
(Privately-owned granite countertop manufacturing and installation company serving national home improvement
stores and residential construction with revenues of $10 million.)
Contracted to streamline operational processes to improve delivery times and eliminate costs, create clarity in
financial reporting, and identify roadblocks limiting business expansion to guide strategic plan. Achieved these
objectives within 4 months.
MERILab, Inc. - Denver, Colorado Chief Financial Officer 2004 – 2006
(Privately-owned manufacturing and engineering firm supplying testing equipment to the automotive production
industry with revenues of $15 million. Firm was sold in 2006 and operations relocated to Canada.)
Provided financial leadership in turn-around situation of declining profits and negative cash flows. Member of
MICHAEL J. STILL Page 2
executive management team responsible for initiating M&A activities that led to the successful divestiture of the
operation. Full responsibility and accountability for all financial, administrative, payroll and IT functions.
Achievements:
Spearheaded a cash conservation and collection program to reverse a three-year history of negative cash flow,
including product re-engineering, purchasing, and inventory initiatives which achieved 15% product cost
reductions and a 20% reduction in inventory.
Provided improved liquidity to fund working capital and product development by successfully negotiating and
refinancing $3.5 million in credit lines.
Directed objective evaluation of R&D projects to assess risk/reward and alignment with corporate goals,
resulting in reduced time-to-market from four years to 12 months.
Led cross-functional team to investigate, recommend and implement changes to the design of product and
method of manufacturing, increasing profits by 50% per unit within 12 months.
The Crane Group - Sydney, Australia 1999 - 2003
Divisional Controller – Crane Enfield Metals Pty Ltd (Australia) – Revenues of $110 million
Controller – Iplex Asia Ltd (Singapore) – Revenues of $15 million
Business Analyst – Crane Group Ltd (Australia) – Revenues of $1.2 billion
(Manufacturer and distributor of non-ferrous metal products and plastic pipeline systems and a major distributor
of plumbing and electrical supplies in Australasia with annual revenues of $1.2 billion.)
Promoted twice and transferred twice internationally to more senior roles each with greater responsibility.
Directed all monthly reporting and analysis, budgeting and forecasting for division. Achievements:
Represented Finance, Planning and Costing areas on Group’s $50 million ERP (J.D. Edwards) selection and
implementation project, comprising sales, purchasing, inventory control, financial and cost accounting.
Instrumental in Executive Team project to restructure labor usage, reduce direct production costs and devise
new marketing strategies, resulting in 10% increase in sales and 30% increase in profits.
Led initiative to identify supplier to leverage group purchasing power for commodity and achieve “world best
pricing” which saved over $250,000 within the first year.
Telecom NZ Ltd. – New Zealand Manager – Assurance Services 1996 - 1999
Managed an internal audit team responsible for completing a risk-based audit program within a $1 billion dollar
telecommunications company. Role expanded to provide senior management analysis and advice on growth, cost
control and profitability improvement initiatives.
Independent Contractor - London, England Consultant 1994 - 1996
Provided consulting services to wholesale and investment banks in London focused on changes in processes and
systems, trading profit calculations and resolving accounting problems and errors.
KPMG - New Zealand and Kuwait Audit Supervisor 1990 – 1994
Led audits of banking, finance, manufacturing, sales and service, and distribution companies. Supervised audit
teams and conducted technical discussions with managers, partners and clients.
EDUCATION & QUALIFICATIONS
MBA University of Colorado Executive Program
Chartered Accountant (CA) Institute of Chartered Accountants, New Zealand
Bachelor of Business Studies (Accountancy) Massey University, New Zealand
References available on request
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