Richard J. Schneider

**** ***** ****, **** ******, IL 60045

Office 847-***-**** / Cell 847-***-**** / abnn8o@r.postjobfree.com

TRANSFORMATIONAL LEADER

Business Catalyst

A visionary and strategic leader who “begins with the end in mind” and pursues results with unrelenting passion. Inspires

companies to excel by collaborating with employees and partners to develop a strong sense of purpose, game -

changing products, distinct competitive advantages and operational superiority. Over 23 years of domestic and

international experience with a focus in strategic planning, business development, marketing, product development

and operational efficiency. Strong interpersonal communication and presentation skills provides for effective bridging

with employees, management, investors and Boards of Directors. Classically trained, Fortune 500 experienced, multi-

dimensional thinker who keeps the focus on what matters most: customers, speed, costs and innovation.

PROFESSIONAL SKILLS

Strategic Planning Sales/Sales Management

Turnaround Management Global New Product Development

Change Management Strategic Marketing

Organizational Restructuring Big Box/Walmart Expertise

Financial/Operational Discipline Supply Chain Management

Working Capital Management China Sourcing/Manufacturing

PROFESSIONAL EXPERIENCE

REAL TIME PARTNERS, INC. - Chicago, IL 2008 – Current

Real Time Partners is a management consultancy focused on creating marketplace definition and sustain able strategic value through strategic

planning, business development, embedded innovation, operational excellence and project management.

REVELL LLC, subsidiary of The Revell Group (Private Investor Group) - Chicago, IL 2004 – 2007

The Revell Group is a $90 million global manufacturer and marketer of hobby/craft, R/C toys, die-cast and robotics.

President and CEO

Led financial and strategic turnaround, resulting in a sale to a strategic concern at 6x EBITDA. Returned operation to

profit in first fiscal year with a $3 million swing in EBITDA. Formerly COO of The Revell Group.

Transformed company from internally focused to marketing driven by reorganizing teams around customers,

business development and channels of trade. Engaged employees to take ownership of the customer experience.

Instilled culture of financial and operational discipline through establishment and focus on key benchmarks and

metrics: ROIC, fill rate, on-time delivery, order cycle, product development cycle, inventory turns, cost

improvements and forecasting accuracy. Demonstrated significant achievement on every measure, including

improving overall cash position by more than 50% and increasing inventory turns by greater than 40%.

Drove significant profit growth through innovative approaches to sales, marketing and product development. As

a result, captured new trade channels, introduced several new product categories and launched unconvention al

PR and media campaigns that drove new product placement and fueled the repositioning of the Revell® brand.

Sourced, qualified and developed key manufacturing relationships in China. Created leverage for global platforms.

Redesigned new product development process after shifting manufacturing to Asia by eliminating redundancies,

reducing inefficiencies and promoting speed-to-market. Regained 3 months cycle time.

Conducted due diligence for several acquisition opportunities and instrumental in developing divestiture

agreement separating Revell GmbH from the Revell Group.

Richard J. Schneider, Page 2

VTECH ELECTRONICS, N.A., subsidiary of VTech Holdings Ltd. (OTC:VTKHY.PK) - Chicago, IL 2002 – 2004

The VTech Electronics subsidiary of VTech Holdings is a $200 million global manufacturer and marketer of electronic learning toys, based in

Hong Kong. The VTech N.A. division represented $ 85 million of the electronic learning portfolio. Products are sold through mass, specialty and

electronics channels of trade.

President

Recruited as part of new management team to lead North American turnaround, the largest global market.

Developed cross-functional, customer-centric key account business teams that provided a more strategic and

holistic approach to primary account management, including Wal*Mart, Target and Toys R Us. Improved

performance metrics for sales, margins and GMROII.

Shifted majority of domestic distribution to FOB China factory resulting in more than 50% improvement in

operational cash flow.

Deployed customer profitability model that incorporates all facets of the customer transaction and guides

decision making in sales strategy, business development and product management. Integrally used by

customer business teams throughout organization.

Reorganized sales teams to align with customer desired results and company strategic goals. Focus on new

business development led to penetration within new channels of trade.

Developed new business strategy setting foundation for new product development, marketing and brand

initiatives. New product introductions included the game-changing V.Smile®, which re-establish VTech as

the global leader in electronic learning products.

GRACO CHILDREN’S PRODUCTS, division of Newell Rubbermaid (NYSE:NWL) - Philadelphia, PA 2001 – 2002

Graco is the worldwide leader in the $6 billion juvenile products industry. A vertically -integrated manufacturer of strollers, car seats, high chairs

and playards. Global sales exceed $600 million with a 40% share of the domestic market.

Vice President, Global Sales

Led teams comprised of domestic and international sales, account services, field services and demand management.

Spearheaded development of the strategic plan that set forth strategic goals, measurements and time frames

that guided the organization. Developed set of values and mission that created unprecedented focus and

decision criteria for strategic development and investment opportunities.

Reorganized global sales and account services to focus on key accounts and strategic initiatives. Built strong

base of leadership while reducing overhead by 14%.

Developed plan for international expansion that led to exiting certain countries, expanding/developing

others and opening new markets. International business run rate expanded 25% in year one.

Reduced excess and obsolete inventories by $5 million, effecting inventory position by more than 5%.

THE HOLMES GROUP, Private Equity: Berkshire Partners - Boston, MA 1996 – 2001

The Holmes Group is the leading marketer of small appliances. With the number one or two share in each served market and annual sales

exceeding $600 million, the Holmes brand portfolio includes Bionaire®, Crock -Pot®, FamilyCare®, Rival®, Pollenex® and White

Mountain®. Products are sold through the mass, specialty, drug, hardware, home improvement and department store channels of trade.

Vice President - Food and Drug

Led business to harness underdeveloped channels of trade. Managed overall sales, marketing and trade strategies of

the entire Holmes Group small appliance portfolio.

Consolidated independent, multi-million businesses into a wholly integrated portfolio and then grew

organically by 60% in two years.

Introduced 12 new products in first year of channel development.

Reorganized field sales and management structure, which led to capturing business with 8 of top 10 food and

drug chain leaders.

Drove improved results as part of Working Capital Task Force in tandem with IBM Consulting. Reduced

DSO by 40 days and extended DPO by 20 days. Reduced average inventories by culling unprodu ctive skus

and improving forecasting discipline.

Richard J. Schneider, Page 3

Vice President and General Manager - Healthcare Division

Start-up division initiated to stake ground in the burgeoning home healthcare industry. Scope of responsibilities

included P/L, strategic business planning, sales, marketing, product development, international and domestic

sourcing, and logistics.

Developed FamilyCare® brand, which achieved 16% share of humidifier/vaporizer market. Penetrated top

tier industry drivers: Walgreens, CVS and Rite-Aid.

Grew to multi-million business unit in just 2 years. Developed 14 new products in 3 product categories.

Built customer profitability model that incorporates all facets of the customer transaction and guides decision

making in sales strategy, business development and product management.

Leveraged sourcing capabilities to improve gross margins to 44%, the highest in company portfolio.

Reduced working capital requirements and generated more than $1.5 million in cash flow improvement to

finance marketing campaigns.

Promoted brand on QVC and served as on-air spokesperson.

HUFFY CORPORATION, (NYSE:HUF) – Dayton, OH 1985 - 1996

11 years in sales, marketing and product development director level positions with several Huffy Corporation

portfolio companies: Raleigh Cycle Company, Seattle, WA; Service First, Dayton, OH; Gerry Baby Products

Company, Denver, CO. In lead role at Gerry Baby Products, developed and executed successful plan to save business

for Made in America product line sold to Wal*Mart. Utilized Retail Link to analyze and recommend most attractive

markets. Grew business by 30% and saved 75 U.S. jobs.

EDUCATION and ASSOCIATIONS

University of Cincinnati - BBA Finance and Marketing

Kellogg School of Management/Northwestern University - Executive MBA Courses

Ross School of Business/University of Michigan - Strategic Marketing Planning

PricewaterhouseCoopers - Balanced Scorecard

CMI Concord Group - Negotiation Workshop

Covey Leadership Conference - Seven Habits of Highly Effective People

Boy Scouts of America, NEIC - Executive Board of Directors and VP Operations

Young Presidents’ Organization (YPO)

Sports Instructor - Lake Forest Recreation Association

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