T I M C R O S S N O
www.linkedin.com/in/timcrossno/ 571-***-**** firstname.lastname@example.org
S U M M A R Y O F Q U A L I F I C A T I O N S
• P&L Responsibility
• Strategic Planning
• Mergers & Acquisitions
• Budgeting & Forecasting
• Process Improvement
• Cost Reduction Planning
• Raising Capital
• DoD Contract Execution
• ERP Implementations
• Private Equity Experience
• KPI Rollouts
• Contract Management/Negotiation
• Six Sigma
• Financial Modeling
P R O F E S S I O N A L E X P E R I E N C E
FUN TOWN RV, CLEBURNE, TX 2017 – Current
The number 1 towable RV Dealer in the nation. Privately held with sales of $285-320M. Employ 500 people with 8 Dealerships in Texas and 2 in Oklahoma.
Chief Financial Officer
Report to CEO. Manage staff of 12 people. Responsible for accounting, finance, treasury and contracts. Share P&L responsibility with the CEO/Owner. Lead the corporate operational team.
Created a KPI system that tracked key business metrics and focused the leadership team on making data driven decisions.
Strategic partner with the CEO to lead the corporate operational team in achieving a revenue CAGR of 12%.
Re-engineered the accounting processes and procedures which led to a 5% reduction in parts inventory and supplier cost reductions of 10%.
AURORA FLIGHT SCIENCES, MANASSAS, VA 2014 –2017
Leader in the development and manufacturing of advanced unmanned systems and aerospace vehicles.. Privately held.with sales of $120-170M. Employ 500 people with production facilities in Bridgeport, WV, Columbus, MS and Cambridge MA. Chief Financial Officer
Report to CEO. Manage staff of 30 people. Responsible for accounting, finance, and contracts. Share P&L responsibility with the President and COO. Commercial and U.S. government defense contractor.
Successfully negotiated a debt refinancing of the business for $50M of which $28M was in new capital.
Strategic partner with the COO to achieve a revenue CAGR of 11% .
Restructured the finance/accounting team to be more operationally focused and brought in new talent.
Implemented a new ERP system; SAP Business ByDesign a cloud based system. KALMAR RT CENTER, SAN ANTONIO, TX 2010 –2014
Manufacturer of rough terrain cargo handling equipment. Subsidiary of Cargotec Inc. (a Finland corporation) with annualized sales of $3B. Employ 10,500 people globally delivering cargo handling solutions. CFO and Executive Vice President
Report to Kalmar CEO and Corporate BU. Manage staff of 17 people. Responsible for accounting, finance, contracts and IT. Share P&L responsibility with the CEO. U.S. government defense contractor.
• Key leader in strategic business development that has achieved a revenue CAGR of 6 % in a challenging economy.
• Implemented numerous cost saving initiatives that yielded a 9% increase in EBITDA over a two year period.
• Proposed and won 3 long term contracts with the U.S. Army totaling over $191M.
• Reduced average material inventory levels by $5.4M equaling a 40% reduction.
• Implemented a new ERP system; SAP Business ByDesign a cloud based system.
• Serve as Secretary of the Kalmar RT Center Board of Directors. ASURION, Nashville, TN 2008 –2010
The largest provider of device protection in the world and the largest warranty provider in the U.S. retail industry with annualized sales of over $3B. Employ 10,000 people with operations in 3 continents. Senior Director Finance/CFO
Reported to Corporate V.P. Finance/ CFO. Managed staff of 10 people. Served as CFO for Warranty Logistics Inc. a wholly owned subsidiary of Asurion. WLI was the service delivery business of Asurion which handles the repair, replacement and servicing of equipment related to extended warranty contracts. Responsible for A/P, A/R, general ledger, month-end close activities, forecasting, budgeting, financial planning and analysis. Share P&L responsibility with Operations.
• Key leader in winning and implementing fulfillment services for a new client that increased revenue one third annually.
• Created a pricing model that reduced the cycle time for generating proposals by 65%.
• Improved supply chain finance team’s Net Promoter Score by 35% within one year. T I M C R O S S N O P A G E T W O
AMETEK AEROSPACE & DEFENSE, Wilmington, MA 2007-2008 Subsidiary of AMETEK Inc. global manufacturer of electronic instruments and electromechanical devices with annualized sales of $1.8B. Employ 10,000 people at 60 manufacturing facilities around the world. Vice President, Finance & IT
Reported to President of Aerospace & Defense division. Managed direct staff of 10 people (total team of 58). Responsible for all internal financial reporting for 9 business units, including 17 geographic locations across North America, Mexico and Europe. This included shared P&L responsibility, budgeting, financial planning and analysis.
• Key leader in year to date business growth of 24% with 9% coming from organic increase.
• Implemented Oracle financials and ERP at 3 manufacturing locations. Generated annual savings of $600k.
• Responsible for financial due diligence and negotiation on 5 acquisitions of which 3 were successfully completed adding $85M in revenue.
BELL HELICOPTER, Fort Worth, TX 2004-2007
Manufacturer of military and commercial helicopters. Subsidiary of Textron (a Fortune 500 Corporation) with annualized sales of $11B. Employ 40,000 people globally in multiple industries. Executive Director, Business Operations
Reported to Senior V.P. of Marketing & Sales and COO of products. Managed a staff of 8 people. Responsible for managing all of the business operations relating to both commercial and military businesses. Included sales forecasting, Customer Relationship Management systems, finance/accounting, budgeting, capital, IRAD, B&P, proposal management, and aircraft demonstrations.
• Developed initiatives that improved Bell Helicopter’s competitive position through a combination of value pricing strategies, product feature/functionality changes, and subcontract negotiations. Successfully generated $4.5M of incremental net operating profit in 2004 and $10M in 2005.
• Managed the pre-owned aircraft sales and leasing segment of Bell Helicopter’s business including profit and loss responsibility. Generated over $60M in revenue in 2006 and took what was considered a breakeven business and produced a margin of 10%. Implemented new marketing plan and established new subcontract suppliers.
• Focused process alignments and improving cycle times generated a 2 year sales backlog, and increased revenue by 15%.
• Launched new products and services through strong leadership of IPT (integrated product teams) including members from engineering, operations, marketing, sales, supply chain and finance. Resulted in, product diversification, and market share increase of 15%.
GULFSTREAM AEROSPACE, Savannah, GA 1996-2003
Manufacturer of Corporate Business Jets. Subsidiary of General Dynamics (a Fortune 500 Corporation with annualized sales of $27B. Employ 82,000 people. A global leader in aviation, ship building and combat systems & technologies. Director of Finance & Pricing (2000-2003) Manager Completion Center Pricing (1996-1999) Reported to CFO and Senior V.P. of Marketing & Sales. Managed staff of 20 people at multiple locations.
• Established and managed market prices for five aircraft models. Successfully generated $3 billion annually in revenue.
• Directed sales division Vice-Presidents on unit sales financial evaluations. Developed innovative financial modeling that provided evaluations of sales transactions and measured revenue, margin, and cash against targeted parameters. Customer response time was reduced by 50% and sales doubled quarter over quarter.
• Managed financial & business operations for Worldwide Sales Organization with $50M operating budget. Established accurate, timely forecasting and budgeting processes which reduced quarterly consolidation time by 20%.
• Managed the financial operations for Worldwide Pre-owned/leasing Sales organization. Shared joint Profit and Loss responsibility with the Vice President of Worldwide Pre-owned Sales/Leasing. Annual revenues were $200 million.
• Led proposal efforts and negotiated revenue associated with aircraft interiors. Approximately $380 million annually.
• Co-leader in developing Gulfstream Premium Interior process. Established configuration management for aircraft interiors, which reduced completion cycle time by 22% and improved profit margins by 10%.
• Built multiple high integrity, high performance teams on principles of personal responsibility, mutual respect, and team accountability. Results, 80% cycle time reduction, improved accuracy/consistency 50%.
• Re-engineered two acquisitions resulting in revenue growth of 20% to 30% and net increase to bottom line of 10% to 15%. Accomplished by placing more effective resources in the field, better utilization of talents and improved processes. Instituted new cost management methods. TEXTRON AEROSTRUCTURES, Nashville, TN 1985-1996
E D U C A T I O N & C E R T I F I C A T I O N S
Master of Business Management, graduated with highest honors TREVECCA UNIVERSITY
BBA, Finance emphasis.
MIDDLE TENNESSEE STATE UNIVERSITY
T I M C R O S S N O P A G E T H R E E
Six Sigma Green Belt Certified
DoD Top Secret Security Clearance