Global Finance Executive

Anthony “Tony” Keller Vero Beach, Florida

C-Level Global Finance Executive 772-***-**** ***********************@*****.***

Broadly experienced and uniquely creative senior finance leader and strategist with a diverse history in generating and protecting corporate/shareholder value, driving revenue/EBITDA growth, and developing world-class business processes for private equity and public firms across various industries.

Highlights

Earned board buy-in for three strategic alliances, two acquisitions, new China manufacturing plant, and product innovation/launch that together expanded revenue from $110M to $240M in two years; China plant reduced product costs 20% and lead times by four months, while enabling $15M growth

Steered PE-owned B2B news organization from $30M to $80M revenue in 16 months by leading a 13-person finance team in integrating four acquisitions, including a complex carve out; not only kept business running smoothly amid rapid scale and incumbent CFO retirement, but also totally rebuilt and restructured finance function, implementing a more robust budget process and forecast model

Made improvements across world's largest custom HVAC manufacturer ($450M business with five plants in US and Canada) to drive profit-focused turnaround that resulted in 40% productivity increase, 20pt boost in on-time delivery, 80% overtime reduction, and 24% uptick in retention

Built new business out of liquidated assets of an acquisition and enabled it to reach $60M+ revenue in five years by creating “fit for purpose” operational processes, reporting capabilities, and controls from the ground up; brought back employees, customers, and suppliers after developing a workable operating model spanning production, new product development, sales, supply chain, finance and IT

Oversaw 15 finance and 12 IT staff as interim CFO of $600M, PE-owned CPG company with four US plants; replaced retiring CFO of newly acquired company and inspired two record EBITDA months

Integrated three companies acquired on same day into single platform for PE-owned, $300M D2C solution provider, enabling efficient scale from additional bolt-on acquisitions; in same role, built corporate finance function, created ASC 606 GAAP-compliant revenue policy, replaced cash-based accounting with GAAP-based accruals account, and co-developed HR, IT, ERP, and CRM programs

Improved margin by 12pts in less than six months for a loss-making flagship manufacturing plant by leading a turnaround that involved reengineering order and contract profitability assessment processes, increasing pricing/quote minimums, and de-risking tens of millions of dollars in revenue

Restored EBITDA to 12.5% at $250M industrial division emerging from its worst-ever year (-$40M profit swing) after being hired by CEO to lead transformation; also led 87 global finance/IT staff in $15M centralized ERP rollout across four continents, ten manufacturing sites, and 16 sales offices

Revamped forecasting and reporting, product costing, and controls after being re-hired for fourth time by prior boss, this time to stabilize finance function of $50M magnesium powder division; also consulted on ERP implementation, materials requirement planning, plant relocation, and more

Realized $18M cost savings as executive sponsor of sourcing project in collaboration with McKinsey

Snapshot

Improvement-focused finance executive who can zoom out to a 30,000 ft. strategic view of the business to inspire transformation and zoom back in to 300 ft. to drive hands-on execution

Excelled in spearheading international, multi-site finance operations across sectors (primarily manufacturing), overseeing revenues from $40M-$700M and world-class teams from five to 85

Combines high professionalism with innate curiosity to make an impact as a trusted advisor to the CEO and executive leadership team; well positioned to steer a small, ambitious PE firm to exit

Always learning, questioning, and thinking about how to solve difficult business problems with novel solutions; fearless guru in business process reengineering and decision modeling

Creates intimate, supportive team environments and operates as a humble servant leader and mentor; deeply cares about the success of the company and the development of talent

Areas of Expertise

Public & Private Equity Executive Finance Consulting Finance Strategy

Business Decision Modeling Finance Transformation Revenue & EBITDA Growth Cost Control & Reductions Global Finance Operations Business Process Reengineering M&A Due Diligence Turnarounds & Restructures Project & Change Management Legal & Contract Review Board Reporting Budgeting & Forecasting FP&A Internal Controls Governance Compliance Team Building & Development KPIs Manufacturing, CPG, & Tech

Additional Highlights

Navigated $65M tech and manufacturing business through transition of its entire executive team after being hired as interim CFO with “safe pair of hands”; while there, led eight-person finance team and five-person IT team in optimizing financial processes and controls and enabled faster speed-to-market, larger opportunity pipeline, and innovation by implementing new product development and capital investment processes

Empowered company to pay down $60M in six months by building up capabilities in cash collection, reengineering order-to-cash processes, and accelerating the cash conversion cycle by 15 days

Enhanced finance and operations within a $35M organization newly acquired by a metals manufacturing division; upgraded planning visibility, cut overtime, and improved on-time delivery rate by creating a new production scheduling model, rebuilt the finance department, and designed a productivity tracking tool

Met new, ambitious PE owner profit and cash expectations within two quarters by leading initiatives to improve FP&A, primarily related to managing and forecasting profitability and cash conversion

Saved $1.3M by implementing controls and redesigning incentives to link programs to performance targets

Secured approval for $25M capex from PE owners after creating and implementing a new capital investment process that brought rigor, standardization, and a more strategic approach to capital project evaluation

Improved visibility and tracking of large-scale, international magnesium purchasing, inventory, roadblocks, and contracts by creating a dashboard and scorecards, enabling more informed operational decision making

Led $29M divestment of licensed product and contract that ensured continued revenue for a 12-month transition period, protecting EBITDA and buying time to replace volume with more profitable business

Forged strategic alliances with a customer and a supplier for a multi-million-dollar OEM product opportunity

Career History

Luxfer Group (Luxfer Magtech Powders) 2022 – 2023

Interim VP, Finance & Consultant

Renovo Home Partners – Owned by Audax 2022 - 2022

Interim CFO

Industry Dive – Owned by Falfurrias Capital Partners 2020 - 2021

Interim CFO

Sauer Brands – Owned by Falfurrias Capital Partners 2019 - 2020

Interim CFO

Luxfer Group (Luxfer Magtech) 2018 - 2019

Head of Finance & Operations Consultant

Nortek Air Management – Owned by Melrose PLC 2016 - 2017

VP, Finance – NAS/Consultant

Ocean Insight 2015 - 2016

Interim CFO

Enpro Industries 2008 - 2015

VP Strategy & Growth – GGB/Global VP, Finance & IT – GGB/Global VP, Finance & IT – Stemco

Early Career

Luxfer Group

Financial Controller/VP, Finance

Grant Thornton

Various Finance Roles

Education & Certifications

Sheffield University

Bachelor of Arts (Honors)

Institute of Chartered Accountants

Member & Associated Chartered Accountant (UK equivalent of CPA)

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