CFO

ROY A. BRONSON

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

Slidell, LA 70458

504-***-**** (cell) ac2lmc@r.postjobfree.com

Chief Financial Officer

Creative, solutions-oriented Chief Financial Officer with breadth of experience in all aspects of financial management, including non-traditional functions such as purchasing, warehouse operations, property management, human resources, transportation and administration. Proven track record of increasing profitability, improving cash flow and automating processes. Demonstrated skill at improving cash cycles, improving internal processes/controls, enhancing customer service, and instituting cost saving measures.

Core Competencies

Staff/Admin Leadership Strategic Planning EVM/EAC

Multi Location Operations Process Reengineering Merger/Acquisition

Internal Controls Cost Reduction Financial Analysis

Process Optimization Inventory Management ERP

Budgeting Profitability Improvement Procurement

Professional Experience

CONSULTING SERVICES (2013 to 2017)

CF Industries – Project Financial Manager (Top financial position for $2.8 Billion project): project was a new (multi) plant construction. Provided full time financial management services from September of 2013 to May of 2017. Responsible for Management of financial staff for the project (10 persons). Responsible for cost control of the project. Responsible for the selection of project software and the design of software for input/reporting/control. Designed approval/paperwork process for cost control/cost tracking (13 different cost centers). Designed/Documented and monitored all of the internal control processes for the project. Involvement in bid review process and contractor selection; purchase order review/approval to properly record expenditures to budgets; review and approval of invoices submitted by contractors for accuracy and compliance with contracts; Determination/communication of EAC to corporate officers and Board of Directors; developed/prepare reporting packages for the project; responsible for asset componentization detail; management of audit relationship both internal/external; responsible for the monthly/quarterly/annual accounting activity related to project; etc.

Danos - Provided full time financial consulting services to Maritime Services company from March of 2013 to July of 2013 (developed a Business Plan and a five year Budget for the Company). Provided recommendation of new business line.

PATRIOT PROPPANTS, LLC, (Unimin) Sibley LA (2009 to 2013)

The company is a manufacture of proppants for the natural gas industry. Company manufactures 400 million pounds of proppants per year with 35 persons. The company revenues are $100 million a year.

Chief Financial Officer

Direct all financial, information technology and administrative aspects of this startup company. Responsible for all debt management & banking relationship activities. Manage daily operation of the accounting group, including cash management, accounts payable, billing, collections, credit, payroll, human resources, financial reporting, IT and presentations to Board of Directors. Negotiated all of the risk management policies/coverage for the company. Negotiated all of the employee benefits for the company. Established and implemented all of the HR procedures of the company. Responsible for the company material logistics (supply chain). Served on Board of Directors as Secretary. Created budget and forecasting models for company

Involved in successfully startup of a new $100 million company. Primary member of company; involvement in the establishment of every element of the company structure/policies/processes/culture/etc.

Identified and procured all of the IT components (hardware and software) for the company. Established IT security protocol, data backup procedures and internal controls.

Develop the financial reporting software of the company. Established all financial reporting system controls/processes. Developed financial reporting structure and job cost reporting.

Developed and documented all of the policies and procedure for the company in the areas of Accounting, HR, IT Purchasing, Administrative and ethics.

Worked with local leader to secure available tax benefits for the company. Totaling $9.1 million.

Established processes that resulted in no cost overruns on a $30 million and a $50 million construction project. Negotiated Engineering, Procurement and Construction contract.

UNITED STATES ENVIRONMENTAL SERVICES, New Orleans, LA (2006 to 2009)

Company that provides environmental service with $200+ million in annual revenue 1,100 employees.

Chief Financial Officer

Directed all financial & information technology aspects of the company. Lead accounting staff, oversaw all debt management & banking, managed daily operation of the accounting group, including cash management, accounts payable, billing, collections, credit, payroll, financial reporting & asset protection.

Improved profitability by 50% (EBITDA grew from 10.1% to 15.3%)

Successfully integrated three acquisitions into company; also managed significant organic growth of company. Aggregated revenue growth of more than 100% over a three year period (from $100 million to more than $200 million).

Improved cash flow of the organization so that the company was able to purchase $12 million of needed capital equipment without need to attain additional funding/indebtedness.

Decreased DSO from 139 days to 59 days; which is below the industry average.

Cut administrative cost of the company by more than $500,000 as a result of reorganizing the administrative/accounting functions of each of the field locations.

Identified, initiated and implemented a new financial reporting package for the company. Creating the structure and reports for the company financial reporting system which also enables employees to access information such as billing, payroll and contracts information and create billing from the customer location/remote locations.

Rolled out the financial reporting package and trained the company on the software, aiding them in transitioning from a manual to automated system.

Instituted the first companywide budget for 60+ operating units within the company.

ORION REFINING CORPORATION, Norco, LA (2002 to 2006)

An independent refining company that produced a variety of petroleum based products from crude oil with approximately $1.6 billion a year in revenue and 600 employees.

Director of Accounting and Finance

Managed all accounting functions for the company, including all financial reporting, billing, and accounts payable processes. Directed risk management (insurance), purchasing department activities, including procurement for the company as well as negotiation of all contracts for the refinery. Oversaw all inventory and warehouse management as well as activities of the internal audit group.

Played key role in guiding the company through a sale, saving 600 jobs at the facility and all of the supporting contractor’s jobs.

Identified more than $1.1 million in overpaid sales taxes from prior years.

Initiated cash flow procedures for the company that facilitated the management of cash on a 52 week look forward basis. Enabling the company to manage cash obligations.

PREMCOR REFINING GROUP, St Louis MO (1996 to 2002)

A refining company that produced a full array of petroleum products derived from crude oil with $6 billion a year in revenue and 2,500 employees in multiple states.

Assistant Treasurer, Director, and Controller

Directed payment of all of the company’s AP obligations as well as all to the company’s billings ($6 billion). Managed the collection and credit for the company as well as the customer service functions of the company and performed cash management. Served as member of the ERP selection team and Business Process Committee for the implementation of the selected ERP software.

Recommended cost savings of more that 8% of the total administrative spending for the company as lead for a team that was selected by executive management. .

Decreased Customer Service error rate from 3.7% to 1.2% and reduced the customer calls from 700 calls per day to 300 calls per day by creating a root cause solution to issues and by routing errors into specific pre established categories.

Reduced past term receivables by 83% by providing tools to focus on the most outstanding AR balances. Reconciled hundreds of customer accounts.

Boosted the next day billing rate from 72% to 90% by investigating available technologies and by reallocating workloads. Unbilled monthly revenue went from $14 million to $2 million.

Successfully negotiated the electrical utility cost for one of the refineries, decreasing overall cost to the facility by 13% or $1.4 million.

WASTE MANAGEMENT /USA MANAGEMENT, Oak Brook IL (1982 to 1996)

A waste refuses management company

Financial Manager/Controller, Assistant Regional Controller, Transportation Manager

Oversaw five divisions and managed financial reporting for each division that a combined total of $75 million in revenue and 200 employees.

Secured start up financing for a new office that resulted in $1.3 million in interest saving.

Created internally generated software that enabled the division to be flexible within its budget depending on how much volume was being processed in a given period; software program was implemented company wide.

Selected to be a division controller for a start up operation (ENRAC), instituted all financial procedures for the division and hired/trained all staff within the accounting department.

EDUCATION

Bachelor of Arts in Accounting, University of Illinois, Chicago, IL

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