Sales Manager

Cindy Yuan, MBA, CPA

** ******** *** **** *****: 647-***-****

Brampton, ON, L6Y 0X4 *****.****.*****@*****.***

Dynamic, accomplished and results driven finance executive with over 20 years of progressive and diversified experience in finance and operations management within domestic medium-sized organizations as well as global multi-billion dollar organizations, demonstrated ability to streamline business operations that drive growth and increase efficiency and bottom-line profit, proven track record of successfully handling challenges arising from business growth as well as contraction throughout different economic cycles by business remodeling, change management, revenue creating and generating; strong ability in translating company wide revenue/earnings growth objectives into financial programs that deliver results; possess solid leadership, communication, interpersonal skills and entrepreneurial spirit to establish rapport with all levels of staff and management

Trusted advisor influencing decision making in complex N.A. matrix organizations

M&A strategy and acquisition integration

Stakeholders relationship building

Supply Chain knowledge

Contract review and negotiation

Change management

Team restructure, Talent selection, retention and development

Budgeting, Forecasting and Financial Modeling

Control and risk management

Policy and procedure setting

Strategic business planning/development – pricing/pro-growth/operational efficient strategies

Benchmarks & department objectives setting including incentive plan design & monitoring

International (China, NA) and multinational organizations working experiences in multiple industrials with diversified education backgrounds

CAREER HIGHLIGHTS

Wesco / Markham, Canada 2016 Oct– Present

An $8Billion fortune 500 global leader of electrical, industrial and communications MRO and OEM products, construction materials, and advanced supply chain management and logistics services. (Listed in New York Exchange)

VP & Chief Financial Officer, Financial and commercial partner to Group VP of International Business

Full Responsibility of leading financial disciplines to ensure profitability and proper fiscal operation of $2B business, leading a team of 65 people, 130 sales locations across Canada

Deeply involving in operational activities to provide strategic advices for Group VP of International Business

Strategic planning, commercial deals/growth strategy formulation, cost reduction initiatives, product/customer diversification

Lead overall finance operation - finance, accounting, treasury and compliance, control and risk management

Lead company-wide KPIs development for benchmarking and drive efficiency improvement

Lead monthly and quarterly business reviews with headquarters

M&A strategy, acquisition integration

Transfer finance team to improve efficiencies via technology, restructure and development

oBuilt shared service team restructure, talent selection, retention and development

Formulate financial strategies to align with business objectives and ensure business success

ERP system selection and integration

Sonepar / Mississauga, Canada 2016 Mar– 2016 Oct

The largest ($58 Billion) global privately-held B-to-B electrical products distributor and supplier of safety, facilities maintenance and MRO (maintenance, repair, and operations) products and related services.

Finance Director, Ontario

Full Responsibility of overseeing profitability and financial operation of 7 operation companies, leading a team of 11 people, 22 sales locations across Central region of Canada

Anixter / Mississauga, Canada 2005 – 2015

An $8Billion leading global supplier of communications and security products and electrical and electronic wire and cable. (Listed in New York Exchange)

Head of Finance, Business Partner 2010 – 2015

Controller 2005 – 2010

Full responsibility of overseeing profitability and financial operation of $500M business, Business partner to the General Manager of the Canadian operation, deep integration with Sales and Marketing teams to provide key inputs into their activities, direct interactions with SVP/GM, SVP of Sales, VP of Marketing, VP of Operation, experienced revenue growth > 85% and earnings growth >90% in 5 years’ period

Astral Media Inc. (Now part of Bell Canada) /Toronto, Canada 2001-2005

At one time Canada’s largest radio broadcaster with 84 radio stations in eight provinces, and a major player in premium and specialty television in Canada – Media Industry (subscriber based)

Accountant

Responsible for $170 Million revenue recognition for the Movie Network & the full accounting cycle and financial management for a not for profit business division.

Regional Sales Manager Motorola China, Dalian, China 1999 2000

Business Development Manager CITIC Group ($12 Billion), Dalian, China 1998 1999

Marketing Associate of Business Development New Century Graphic Arts Industrial Co. Ltd, Dalian, China 1996 – 1998

Volunteer

Board Director 2016 –2017

Sherbourne Health Center, ON, Canada

EDUCATION

MBA

Laurentian University, Canada

2007

Honours Bachelor of Commerce – B. Comm. (Hons)

Laurentian University, Canada

2004

Certified General Accountant of Ontario – CPA, CGA

CPA Canada

2004

Bachelor’s degree, English Language and Literature, General

Dalian University of Foreign Language, China

1997

Bachelor of Applied Science (BASc), Civil Engineering

Shenyang University of Technology, China

1995

Certificate in Strategic Supply Chain Management

CPA Canada

2015

Lean initiatives - Six Sigma Green Belt Training

2015

Chief Financial Official Qualification Exam – Canadian Security Institution

2016

SYSTEMS/SKILLS

Financial systems: Oracle, PeopleSoft, Enterprise, Hyperion/Essbase, Access/SQL and excel, IBM Cognos, Concur, SX, CAPP, Oracle

Languages: fluency in Mandarin, basic understanding of Japanese

Selected Achievements

CFO & VP & Head of Finance 2001- Present

•Commercial Partner - Strategic business development

Designed and implemented a strategic business planning process, incorporating financial targets into performance metrics to drive operational results

Contributed 10% revenue growth and market share gains by proposing a comprehensive sales strategy

Drove diversification strategy and cost synergy to transform a 2% EBIT business to 5% within 1 year

Contributed to 20 base point margin improvement by optimizing supplier rebate program

Built project/customer pro forma P&L to identify risks and opportunities to drive negotiation with customers and vendors in achieving profitability/risk mitigating objectives

Drove 15% utility vertical growth by designing pro growth incentive plans for the sales/purchasing teams

Provided revenue $amt potentials guideline for all major pipeline building in Canada West and drove $10Million revenue gains

Provided overall pricing guideline and managed standard costs to ensure competitiveness by regions/verticals to drive revenue growth

Improved new products’ margin by 6% by implementing a pricing & costing system, contributed to 15% sales productivity improvement by identifying a process improvement opportunity, designing workflow charts and implementing a web application solution

Participated in strategy development project – conducted multiple interviews with outside consultants about the company long-term strategy and vision.

Resolved a 20 year industry wide operational “headache”, turning it into a new revenue stream, margin expansion and earnings growth opportunity, achieved cost saving, cash flow and working capital objectives, appraised by Executive VP, by creating a 3 year comprehensive program involving sales/marketing/operations, negotiating with major vendors, establishing customer contacts, revamping internal database, establishing operational processes and procedures

Negotiated $600K savings for a major customer claim by designing a winning counteroffer and partnering with senior business

leaders in a successful negotiation

•Commercial Partner - M&A, merge and integration

Participated in $900M merge process, team restructure, customer account consolidation, supplier consolidation

Acquisition strategy formulation, meeting potential sellers, discussion with bankers, analyzing deals feasibilities

Commercial Partner - Operational efficiency and Asset Utilization

Saved $3M annual facility & people cost via consolidating sales location and resizing/repurposing headcounts to improve synergies, productivity and bottom line earning

Drove diversification strategy and cost synergy to transform a 2% EBIT business to 5% within 1 year

Saved $0.5M in T&E expense by setting up individual budgets and creating automated balanced scorecards to drive the results

Reduced $500K (50%) reel write off by implementing a comprehensive program involving Sales/Marketing/Operations to engage contract negotiation, process improvement and revamping database

Financial partner – Policy and procedure setting, process improvement, Risk management, IT implementation, IFRS

Contributed to 10% of EBIT upsides by creating a proper accounting procedure and operational process

Researched and selected a new discount methodology for pension accounting, resulting in positive gains in Balance sheet

Participated in completion of 1st major IFRS change – revenue recognition project – assisted/directed information findings and communications between businesses and finance, internal and external.

Established inventory excess review policy and procedure, standardized process to reduce excess by 10% in two year period

Participated in establishing national Level of Authority policy for overall business operation to mitigate risks: e.g. RFQ pricing, contract negotiation ( Terms and conditions), inventory management, expense control, receivable bad debt, supplier management, people management, etc.

Utilized hedge to mitigate FX impact on margins, improved margins by 20bps for a newly implemented $100M project

Avoided quarterly earnings release mishap by identifying major inventory reporting issues and directing audit team to resolve issues

Saved $130K annually by improving process/establishing internal documentation/coaching/motivating staffs/ selecting software solution to improve staff’s productivity to take on extra tasks for sales and marketing team

Financial Partner - Planning & Analysis

Further developed forecast tools to improve sales/P&L forecast accuracy by 3% and maintain variances at lower level (3% and lower) between forecast and actual

Improved annual budget process to pinpoint opportunities and identify risks and ultimately driven operational performance

Designed/analyze company-wide d KPIs for sales/marketing/operation to improve overall operational performance

Conducted monthly/quarterly regular business reviews/financial presentation to C-level Executives to analyze variances from the budget, pinpoint areas of improvements and make recommendations accordingly

Financial Partner - Working Capital management

Generated $2M earnings upside, 6 days DSO improvement by creating and implementing an innovative DSO Improvement Program – TARPC involving Sales/Credit team – was very well recognized in Global finance team, achieving #1 lowest past due status among global divisions

Extended DPO by 2 days by setting up vendor term policy, revamping AP process to capture discounts and still meet DPO extension objectives

Reduced inventory level and excess by 5% by designing dynamic benchmarking and incentive plans to drive results

People development and team buildings

Integrating a finance team of $900M business into Corporate finance team to improve efficiencies through effective change management, establishing share service structure, redefining roles and responsibilities, process and procedures

Expanding responsibility from a team of 7 people, to 11 people, to 65 people in last 8 years

Helped 5 team members obtain CPA designation, prompted 6 people to managerial positions internally, hired 10 people to managerial positions externally

Completed multiple team restructures and integrations in a multiple acquisition environment to improve synergy and efficiency, reestablish public company accounting/finance functions within the team with multiple finance teams from privately-owned acquisitions.

Created companywide “ Proud” program to build cohesive, effective team culture to encourage/recognize excellence, prompt continuous improvement and self-development - a Culture building success

Sales & Marketing - China 1996 – 2000

•Identified, negotiated and closed a major deal in 2 years sales cycle to contribute 50% revenue growth, establish new market position and penetration via transformation of new product offerings, and fully utilize manufacturer capability

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