DAVID R. STONE

*** **** ****** ***** *******, Wisconsin 53951 H 608-***-**** C 608-***-****

abnq4m@r.postjobfree.com

SUMMARY

A visionary, results-driven TOP FINANCE EXECUTIVE AND CORPORATE OFFICER with progressive leadership and technical

experience. A highly skilled professional in managing all finance, Information Technology (IT), and

procurement functions. Demonstrates an exceptional work ethic, a team-player mentality, as well as

effective communication and organizational skills. Develops a positive work environment, managing people

and achieving company goals. A strategic and critical thinker who responds to changing business conditions,

and secures new opportunities to ensure a company’s successful future.

Finance

Financial Statements Cash Management Budgeting/Forecasting Strategic Planning

Bank/Treasury Management Costing Financial Analysis

Operations Management

Operations Analysis Process Performance Improvements Vendor Relations

Contract Negotiations Organizational Development

EXPERIENCE

TRIENDA LLC Portage, Wisconsin

Vice President, Chief Financial Officer 2007-2009

Developed and maintained relationships with bankers, accountants, vendors, and attorneys to facilitate sale, refinancing,

and continuing operations. Held responsibility for all accounting, purchasing, and IT functions. Provided valuable costing and

financial information, enabling management and bank to make decisions. Ensured timely reporting and clean audits.

Maintained material levels, while obtaining cost reductions. Oversaw uptime, reliability, and systems expansion to support

explosive growth. Resolved administrative and multi-departmental problems quickly. Led risk management and Company

insurance. Cosponsored health and benefit plans.

• Performed due diligence for Wilbert Inc.’s sale of TriEnda to the satisfaction of both parties.Arranged for financing with

Bank of America. Interviewed, selected, and hired C.P.A. (certified public accountant) and law firms to represent TriEnda.

• Served on leadership team to open second factory. Scouted locations. Negotiated lease. Received $2,000,000 in

grant money from Indiana municipalities, and oversaw installation of state-funded rail spur.

• Refinanced Company with JPMorgan Chase, to fund capital expansion increasing credit lines from $13,000,000 to

$23,000,000, while obtaining lower interest rates and fewer/less-restrictive covenants.

• Multi-sourcedmaterials, to ensure availability during rapid growth. Negotiated supply contracts, saving Company

$1,700,000 reducing procurement costs by 2%.

• Rebuilt relationships with vendors damaged during Wilbert Inc. ownership, while extending payment terms from 30 days

to 60 days.

• Expanded ERP system with Pace Jet, reducing time required to ship out of system from twenty minutes down to two

minutes. Enabled Company to double daily shipments, without adding head count.

• Procured CMM machines for quality assurance. Applied equipment to replace manual process of measuring parts

reducing time required from fifteen minutes down to three minutes, which allowed TriEnda to double the number of

tools running without adding QA head count. Purchased CMM for each location, with payback of three months.

• Implementedemployee wellness program with participation and achievements, leading to employees discounts on

premiums. Reduced future expenses significantly, and improved employee well-being.

• Obtained reimbursement for business interruption claims in 2008 and 2009 for $66,000 and $200,000, respectively.

• Implemented credit and collection processes, reducing receivables days outstanding from 50 down to 40.

Director of Finance 2004-2007

Led Division’s Accounting Department, as well as its IT and Purchasing Departments. Managed cash flow by reducing

inventory and receivable DSO, while maximizing payables DPO. Approved product sales prices, balancing profitability and

David R. Stone, Page 2

capacity utilization. Collaborated with Sales and Purchasing to make decisions on whether to outsource production or

negotiate due dates based on capacity and make/buy analysis. Worked closely with Purchasing on vendor negotiations,

second sourcing, and validation to ensure contracts followed pricing and rebates. Minimized field audit time.

• Reduced inventory from $5,000,000 to $3,000,000, while increasing annual sales from $34,000,000 to $48,000,000.

Enhanced inventory turns from seven to sixteen.

• Troubleshot collection initiatives with General Motors and Daimler-Chrysler, reducing receivables greater than 90

days outstanding, from over $1,000,000 down to less than $100,000.

• Validated accurate application of long-term vendor agreement terms, conditions, and rebates caught vendor errors,

saving Company $300,000.

• Implemented weekly variance review meetings to establish timely, continuous improvement opportunities resulting

in cost savings of greater than $500,000 annually.

• Changed estimating process reducing time required from minimum of one hour to ten minutes.

Accounting Manager 2000-2004

Oversaw accounting, month-end closes, fixed asset management, budgeting, forecasting, audit preparation, costing,

commercial credit, and Accounts Payable/Receivable. Directed IT Department. Generated internal financial statement, and

uploaded data to ERP system via Hyperion. Led accounting staff of three professionals, and IT staff of two professionals.

• Served as member of AIMS ERP implementation team. Led Syteline ERP implementation team. Convinced Wilbert

Inc. to implement Syteline 7 at Company, instead of Syteline 5 run at other Wilbert facilities.

• Acted in sale of five of Alltrista's plastic entities to Wilbert. Contributed to sale of Synergy World to one of major

competitors, as well as sale of Wilbert's extrusion assets in Portage, Wisconsin to Spartech Corporation.

• Reduced month-end close from twelve days down to five days. Held financial reporting responsibilities for five

plastic entities.

RICHLAND CENTER FOUNDRY, LLC Richland Center, Wisconsin

Accounting Manager 1998-2000

Held responsibility for month-end closes, fixed asset management, budgeting, forecasting, costing, payroll, commercial

credit, and Accounts Payable/Receivable. Implemented costing system, and managed Accounting Department. Created

labor required to analyze individual job variances by outsourcing payroll to ADP.

• Reengineered costing system, identifying bottlenecks and true throughput capabilities improving sales hit rate by

20% and margins by 5%. Created framework defining production process constraints and cost drivers.

• Focused initiatives, to efficiently utilize furnace melt capacity.

• Centered on direct costs associated with different molding processes.

• Utilized existing gainsharing program, to educate factory employees regarding how daily actions affected bonus

checks.

ADDITIONAL EXPERIENCE

PERRY/JUDDS INC., Baraboo, Wisconsin, Accounting Supervisor, 1996-1998. Oversaw general ledger, month-end

closing, fixed asset management, budgeting, forecasting, and statistical analysis. Led staff of six professionals.

GOEX CORPORATION, Janesville, Wisconsin, Estimator, Accountant, 1991-1996. Managed job costs, estimating, payroll,

collections, fixed-asset management, end-of-month reconciliations, inventory, and miscellaneous projects.

EDUCATION

UNIVERSITY WISCONSIN, Madison, Wisconsin, M.B.A., 2008

OF

UPPER IOWA UNIVERSITY, Madison, Wisconsin, B.A., Accounting, 1994

CERTIFICATION

Predictive Index Analyst, 2008

David R. Stone, Page 3

LICENSURE

C.P.A., 2001

PROFESSIONAL DEVELOPMENT

Negotiation Strategies for Executives, 2008

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