Manager Sales

Scott Richard Buckman

***** ***** ***** *********@*******.***

Minnetonka, MN 55345 Cell 612-***-****

SUMMARY

Looking for challenges that utilize my broad range of business skills in executive management

PROFESSIONAL PROFILE

Hard working, results oriented administrative executive and team player with over 30 years’ experience in multiple industries. Have the ability to keep the big picture in mind and focus enough on details to reduce lead times (costs). Very organized. Work well under deadline pressure.

CAREER HISTORY AND ACCOMPLISHMENTS

Various companies May 2001 to Present

Consultant Minnetonka, MN

Assisted multiple companies by turning them around and/or refining their business processes. Most recently, as part of the Platinum group, I was acting CFO of a company in central Wisconsin, where we turned a manufacturing company around in 10 months’ time. At a packaging company, in their general manager role, I refined their operational processes. At an Internet company, in an Executive Vice president role, I helped the CEO and CFO turn the company around. As the CFO of a bakery, I helped the owner understand the financial parameters of his business. I have also been a member of several Boards of Directors including Mereen-Johnson LLC’s.

Patton Industrial Products, Inc.

Chief Administrative Officer March 2004 to June 2015

Responsible for all administrative functions, including banking relationships, insurance relationships,

HR, and IT. Was a non-voting member of the family Board of Directors

Increased 401K participation from 60% to 97% in 2 years through training and awareness courses

Successfully implemented a new business software system in 2 days. Software vendor predicted it would take 3 weeks

Reduced ex-employees in 401K plan, eliminating the need for an audit

Kept Patton together while an owner dealt with medical issues and the other owner wanted him out

Laid off over 40 people in 2008 – 2009 during the recession

Introduced owners of Patton to lean thinking. Reduced order processing from 4 days to 4 hours

With no loss of productivity, reduced admin staff from 5.5 to 3

Led effort to transfer ownership from first generation to second generation. Created transaction that saved nearly $400k in combined federal and state taxes

Worked with the founder on corporate governance. There were inconsistencies with trusts, children not in the business, and number of shares outstanding in various states.

Reduced owners’ taxes by over 200% over ten years by implementing an asset write-down plan

Reduced DSO from 45 to 35, even though there were very tough years (2008 & 2009)

Eliminated vendors putting Patton on hold by working with over 350 vendors to identify exact timing of when they needed payment. Also nearly eliminated checks by using ACH

Led teams that reduced worldwide annual freight costs by $250k

Computype, Inc. July 1997 to April 2001

Chief Financial Officer/Vendor Relations Manager/Maintenance Manager Roseville MN

Responsible for all accounting (U.S. and international) for $40 million company. Negotiated and purchased a company in Brazil for no cash down. Responsibilities included banking, commercial, health and other insurances, 401K administration, North American vendor relations, and maintenance. Managed accounting, North American vendor relations, and maintenance staffs of 20 people

Led teams that reduced worldwide annual freight costs by $75k.

Changed year-end from 5/31 to 12/31 to save time. Involved four countries

Developed and reported division- and country-specific financial information, maximizing operational use of the information and resulting in better informed business decisions

Introduced contribution margin concept to management, reducing the need for allocations

Reduced time to close books from 19 business days to 2.

Successfully resolved a pre-existing management fee issue with the IRS (USA and UK)

With no loss of productivity, reduced admin staff from 14 to 8

Negotiated health care costs to increase only 7%, versus the national average of 11%, over 3 years. Health coverage for the employees was not impacted

Increased 401K participation from 55% to 95% in 2 years through training and awareness courses

Developed a vendor reduction program at that reduced vendors and costs by 20%

Energy Solutions International July 1996 to July 1997

Controller/Inventory/Procurement Manager Eagan, MN

Responsible for all accounting, human resources, inventory, procurement and information systems management for $23 million company. Sold ESI to utility for $12 million. Managed a staff of 9

Developed a weekly reporting package to assist management in understanding company’s financial position. Resulted in better management of construction projects

Developed and implemented a plan that reduced inventory from $1.5M to $.6M in 6 months

Developed financial portion of business plan that allowed for $3M of equity financing from a non-company strategic partner. Assisted in the development of the final business plan

Reduced time to close books from 12 business days to 3

Minnesota Sun Newspaper January 1996 to July 1996

Controller/Administrative Manager Bloomington MN

Responsible for all accounting, human resources, and information systems management for $15 million company. Installed new accounting software. Managed a staff of 5 people

Successfully transitioned 170 employees to a new benefit program in less than 2 weeks

Security Network of America August 1995 to December 1995

Chief Financial Officer/Consultant Cincinnati OH and Minnetonka MN

Responsible for all accounting and some procurement for $10 million company

Honeywell Inc. July 1983 to August 1995

Senior Marketing Manager Minneapolis MN

Responsible for home security and home automation product line August 1994 to August 1995

Area Financial Analyst/Controller January 1993 to August 1994

Various financial positions July 1983 to January 1993

Responsible for financial analysis, planning, reporting, monthly estimating, manufacturing rate analysis,

recommending and implementing corrective actions, strategic plan development, budgeting, manpower

analysis, contract negotiations, NPR and IRR analysis, merger and acquisition analysis, make vs. buy

analysis, and determining best utilization of factories.

Led task team to improve contribution margins from the home automation product. Reduced sales time by 38% and installation time by 17%

Key member of the Branch Process Improvement Team that improved contribution margins in 50 branches by $8 million

Assisted sales managers in obtaining over $8 million in revenue with financial analysis from the customer’s perspective

Led task team to improve contribution margins from the home automation product. Reduced sales time by 38% and installation time by 17%

Price Waterhouse Staff Accountant June 1982 to July 1983

EDUCATION/AWARDS

Miami University, Ohio BS in Accounting & Finance, honors. Passed CPA exam May 1982

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