JOHN A. NOYD, MBA/CMA/CFM

**** ******* ********

Alpharetta, GA 30005

Cell: 678-***-****

ac0vo1@r.postjobfree.com

FINANCE EXECUTIVE

Senior Executive with extensive financial management experience in manufacturing, distribution and telecommunication industries with a focus on process improvement (Six Sigma Black Belt, Kaizen, and Lean). Expertise in strategic planning, forecasting, financial reporting, budget analysis, acquisition/restructuring, treasury and financial systems. Consistent record of organizing complex projects, implementing and bringing to closure innovative strategies to enhance company profitability and efficiency.

PROFESSIONAL EXPERIENCE

NATIONAL BUS SALES AND LEASING, INC., Marietta, GA 2006 – Present

Chief Financial Officer (CFO)

Senior Executive in charge of Accounting, Financial Planning/Analysis, Treasury and Human Resources for $200M privately held bus distributor. Reporting to President/CEO, key position functions include M&A analysis/integration, strategic planning, debt/credit mgmt., BoD/legal admin., financial reporting/audit coordination, payroll/benefit mgmt., budget/forecast presentation, cash mgmt., business analysis, financial systems analysis/implementation, capital budgeting, risk analysis and process improvement mgmt.

Successfully implemented multi-layered $20M debt restructuring of company floor plan, mortgages and lines of credit. Overall initiative yielded $250+K in interest, audit and administrative savings.

Initiated multi-carrier risk management process that yielded $50K savings over prior year (PNC, Medical Brokerage and Dealer’s Lot/Liability).

Created expanded/improved reporting tools (product line margins utilizing ABC costs, daily cash reporting/forecasts, etc.) which contributed to $2.5M year over year profit improvement.

Developed and implemented cross functional process improvements in Sales Administration, Purchasing, and Payroll which yielded improved service and $100K in administrative and payroll fees.

Implemented numerous HR initiatives in executive bonus, performance appraisal and benefit availability.

INFOR/ONESOURCE/ARBY’S RESTAURANT GROUP, Atlanta, GA 2005 – 2006

Independent Consultant

Provided financial and operational expertise to clients covering M&A integration, audit support, process design and improvement, GL/Bank account analysis, Software revenue recognition, Sarbanes-Oxley and other business/financial issues.

AIRGATE PCS INC. [An Affiliate of Sprint PCS], Atlanta, GA 2004 – 2005

Corporate Director of Finance/Treasury

Executive in charge of Financial Planning/Analysis and Treasury for $400+M publicly traded wireless entity. Key position functions include strategic planning, SEC reporting/disclosure committee, risk/benefit mgmt., budget/forecast presentation, cash mgmt., business analysis, financial systems analysis/implementation, debt covenants/restructuring and Sarbanes-Oxley compliance. (Company sold, corporate office closed.)

Successfully implemented “bottoms up” budget and long term planning process. With cross-functional input/approval, earned Board of Director’s approval upon initial presentation.

JOHN A. NOYD Page Two

Directed acquisition and implementation of several key financial systems including Hyperion, Open Pages (Sarbanes Oxley support) and new fixed asset S/W (LCAM). All systems were implemented below budget.

Revamped risk management process that yielded $50K savings over prior year (D&O, PNC, Medical Brokerage).

Managed AirGate treasury/FP&A input during successful restructurings (bond/S-4 and Rule 144 offerings) and buy-out valuation analyses.

Developed new business/capital budgeting analysis tools yielding estimated $200K margin and capex spending savings.

Selected to manage Sarbanes Oxley Project. Using process analysis/control experience, identified key business gaps and developed process/documentation plans. Achieved all milestones under budget.

IDEX CORPORATION, Mansfield, OH 2001 – 2003

Vice President, Division Controller/IT

Directed accounting, financial, treasury and MIS functions for $100+M Air Operated Diaphragm Pump Group (includes both domestic and international subsidiaries). Executive management functions included strategic planning, tax/audit/litigation interface, international transfer pricing, risk management, budget/forecasts presentation and Sarbanes-Oxley process mgmt. (Division restructured, position eliminated)

Reduced Group monthly close/consolidation process by 25% (Kaizen/Six Sigma driven project).

Improved various report accuracies by 10% through process improvement/documentation.

Directed financial due diligence and departmental transition for $25M new company acquisition.

Reduced corporate interest expense by $35K while improving overall AP/DPO process (Six Sigma process).

Directed company system conversion into group ERP environment. This reduced licensing fees by $25K and improved overall business/consolidation processes.

Expanded standard cost/variance reporting for two businesses driving a $200K reduction in plant/material spending.

DENISON HYDRAULICS INC. (DHI) [Currently Parker Hannifin], Marysville, OH 1998 – 2001

Corporate Controller

Managed accounting, financial, and treasury functions for $50M hydraulic pump and motor business (Corporate Officer). Management financial functions including pensions/401K admin., tax/audit interface, litigation, transfer pricing, risk management, foreign exchange hedging, SEC reporting support and budget presentation.

Eliminated $120K annual cash funding requirement via pension accounts consolidation.

Reduced annual corporate banking fees by $15K by accounts/credit line analysis.

Managed Enterprise Zone approval reducing future property/payroll taxes exposure by $450K over ten-year period.

Coordinated 50% reduction in corporate physical inventory scope/downtime yielding $160K in additional annual margin.

Expanded foreign exchange hedging program eliminating $20K potential expense.

Implemented $25K annual reduction in medical/insurance premiums via risk management.

Directed $200K reduction in overall corporate inventory shrinkage losses.

Reduced overall corporate maintenance/tooling expenses by $40K annually with capital and approval procedures implementation.

Developed improved financial tools including sales reporting, IRR/capital analysis, new product business planning, and inventory trend reporting.

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COPELAND CORPORATION [A Subsidiary of Emerson Electric], Sidney, OH 1994 – 1998

Operations Controller, promoted from Financial Manager

Oversaw manufacturing accounting/financial analysis for multi-plant operations including supervision of five plant controllers ($950M HVAC Division). Prepared financial reviews for CEO/CFO including standards establishment, capital budgeting/IRR, variance analysis, P&L forecasts, and cost reduction targets. Performed detailed financial analysis for growth opportunities including capital expansion, 5-year strategic plan, new products, and joint ventures.

Recognized as Copeland’s top 10% performers (“LEAD” team and 1996 promotion).

Handled all financial aspects of new J.V. contributing $25M to annual Emerson Electric profits.

Directed division cost reduction planning, forecasting and reporting. Managed cross-functional teams (finance, engineering and operations) that yielded 5% annual cost of sales savings.

Managed accounting/material system establishment for two new plant startups. Successful system implementations contributed to 30% improvement in plant ramp ups.

MASLAND INDUSTRIES [Currently Lear], Sidney, OH 1991 – 1994

Plant Controller

Managed accounting function for $100M manufacturing facility including plant reporting, A/P and payroll (automotive carpet supplier). Prepared detailed financial analyses including capital budgeting, variance forecasting and variable/fixed budget reviews.

Developed monthly/weekly reports including analysis of variances, gross margin reviews, and inventory management. New system contributed $250K/10% improvement in overall plant performance.

Led material control team that reduced inventory shrinkage by $95K/90%.

Directed several Kaizen cost reduction teams that yielded $15K in material savings.

UNISYS CORPORATION, Blue Bell, PA 1986 – 1991

Audit Supervisor, promoted from MBA Controller Trainee

Held four positions including Controller Trainee, Financial Analyst (Corporate Treasury), Sr. Financial Analyst (Mainframe Operations), and Audit Supervisor. Supervised financial and operational audits for corporate financial, marketing and manufacturing groups.

Earned three promotions during five-year tenure at UNISYS (positions listed above).

Identified numerous audit findings yielding significant improvements in overall corporate controls.

Identified significant unfavorable variances and made management recommendations which assisted in 10% operating expense reduction.

Managed company portfolio of miscellaneous assets. Recommendations yielded significant improvements in investment income and financing company profits (improved portfolio yields by 15%).

EDUCATION

MBA in Finance, The Pennsylvania State University, University Park, PA: 1986

B.A. Administration, Muhlenberg College, Allentown, PA: 1984

PERSONAL CERTIFICATIONS/TRAINING

Certified Management Accountant (CMA); Certified Financial Manager (CFM)

Continuous Process Improvement including Six Sigma Black Belt Certification, Kaizen, Lean, 5S

TECHNICAL SKILLS

MS Office (Excel, Word, Access) SAS, MAPPER, Mapics, Lotus, Minitab, Hyperion and other accounting/ERP packages (experience with Great Plains, QuickBooks, Peachtree, Oracle and JD Edwards)

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