Fred J. Garcy .

adk3vn@r.postjobfree.com

Cell 925-***-****

http://linkedin.com/in/fredgarcy

Hands-on executive with technology companies has utilized the combination of financial and operational experience to scale organizations for business growth. Collaborated with teams utilizing business modeling skills to improve and install key processes that drives a company’s business.

Experience:

Beemak LLC, Cosmetic Industry, Controller/Operations, Los Angeles, CA June 2020 to February 2021

Operations, managed the alignment of sales demand and operations utilizing the master schedule for purchasing, production, shipping, and service.

oUtilizing the CRM funnel report for sales activity, updated the sales forecast for validating the monthly and quarterly sales.

Finance, managed all financial activities for a production facility including general accounting, cost accounting, budgeting, and on demand financial analysis.

oAligned and developed key business processes to improve the accuracy of financial reports.

Yield Engineering Systems, CFO/CO (and Controller) 2012 to June 2020

Financial – Responsible for all financial, cost accounting, budgeting, operations, and human resources including business valuation regarding sale of the company. Business highlights as CFO/CO of organization were:

oCompany’s capital equipment was selected by TSMC, 2nd largest semi-conductor fab, to manufacture $30.0 million of systems to be delivered in 8 months. Led team to outsource modules, work with key suppliers solving supply logistics, hired contract workers for production, and converted production line utilizing lean manufacturing to produce equipment.

oCEO, President, VP Sales, and CFO/CO worked as a team regarding the sale of the company. Lead the selection of prospective purchasers, which required producing key financial and legal documents to the buyers as well as complete negotiations of the final contract.

oAs a team, worked with current CEO to transition the Company, requiring completing purchase accounting, hiring key members of the management team, and supporting personnel. Currently in the process of scaling the Company.

oAdditional responsibilities included managing Human Resources, payroll, operations, cost accounting and inventory management (including cycle counts, inventory reserve, and year end counts.

Mattson Technology, - Director Global Logistics, Customer Service 2010 – 2012

Operations – Customer Service/Logistics – Managed the Global Logistics and Supply Chain for equipment installed in Asia, Europe, and US. Global supply chain consisted of contract manufacturers, in country suppliers in Asia, RMA center for parts, 3PL providers, 3rd party customer call center, and 3rd party supported warehouses. Researched and initiated the use of in country material resources in Asia utilizing licenses for bonded/nonbonded warehouses, International Logistics Center and Free Trade Zones. Customer facing experience was required to resolve “Critical Situation Issues”.

Financial - Managed, developed, and prepared the P&L, budget, and variance analysis for US, Asia, and Europe business units. Conducted pricing analysis of service offerings.

oManaged and approved purchases and payments to vendors for materials and all 3rd party contractual agreements. (warehousing, logistics, call center, and contractors)

oManaged the collection of accounts receivable, troubled accounts required customer meetings.

oDeveloped and implemented business process flows and accounting transactions, which required collaborating with accounting, operations, sales, and contract suppliers for the Used Equipment Business Unit as well as for subsidiaries with new systems.

oImproved the forecasting model for sales utilizing Sales Force funnel and probability approach as reconciled to the overall industry and market as researched by Gartner Group.

oDeveloped business process metrics and KPIs for customer service, supply chain and inventory.

Global Inventory Planning Model - Developed an inventory planning model utilizing product BOMs, and parts usage for distribution of parts to meet customer requirements and SOX compliance. Goals accomplished were reduced inventory by 30%, improved inventory turnover, mix, and customer satisfaction levels.

Neutronix/Quintel Corp., - CFO/VP Operations 2001 – 2010

Financial – Managed an accounting staff to conduct monthly and year-end financial closings, which included account reconciliations and financial statement preparation. Cost accounting experience required utilizing standard cost system to develop BOMs, conduct inventory planning, developed costing models, cost reduction programs, and variance analysis. Developed monthly and annual operating forecast. Managed all human resource functions, legal, and business requirements of the company. Implemented ERP system.

oDeveloped and improved the weekly and monthly sales forecasting model with Field Sales utilizing CRM package to identify customers and probability of potential sale by customer and location.

Strategic Planning – Developed business models for planning merger and acquisitions with Contract Manufacturing companies and Sales Distributors in Taiwan/China with sales between $5 million to $100 million. Strategic models were developed utilizing information and data from Gartner Group.

Business Operations Manufacturing and Customer Service - Responsible for company operations of 6 direct reports and 15 technicians, which included Engineering, Manufacturing (planning, purchasing, and assembly), and Customer Service. Primary responsibilities were to assess and change business processes utilizing metrics to improve the SOP process to meet the delivery of systems and service for customers.

Lam Research, Inc. – Sr. Program/Business Manager, Customer Service Business Group 1998 – 2001

Financial – Developed Strategic Plan for Business Units, which included Sales/Marketing and Operational goals with 1 to 3 year forecasts. Conducted tiered pricing for service products.

oDeveloped and collaborated with Field Sales to improve weekly and monthly sales forecasts utilizing probability analysis of potential sales by geographic market, customer, and sales person in CRM.

oOperational metrics and KPIs were developed to measure customer service goals, on time delivery, supply chain, and inventory management.

US Field Logistics – Managed 9 analysts and engineers to provide logistical support and planning of inventory in 6 locations throughout the US. Collaboratively managed and worked with technical support, field engineers, planning, and sales to minimize customer downtime and increase customer satisfaction. Improved the RMA process by partnering with UPS to provide return and sending of FRU parts to customers. Inventory models were developed to determine the appropriate inventory levels, and logistics to support customers. Business modeling resulted in a 30% reduction inventory, increase in turns, increase in service levels, and decrease in scrap. Managed implementation of SAP field service and inventory planning modules in US.

E-Diagnostics Software development - Managed 5 analysts to develop machine diagnostics functionality utilizing 3rd party contractors. Project required working collaboratively with teams regarding contract negotiations, technical reviews, managing Beta Sites, and pricing of products.

Sun Microsystems, Inc. – Business Manager, Sun Service 1995 – 1998

Financial – Developed business models by service product lines to measure product profitability. Collaborated with sales, materials, and operating groups to develop and present annual and 3 year plan. Tiered pricing models were developed to support cost of service, which included customer and technical call center, logistical, field service, upgrades, and 7x24 service.

Service Operations - Managed a staff of 6 analysts and engineers for North America, which were responsible for developing and reporting supply chain metrics for field service, logistics, and material planning to Commodity Managers. Inventory was planned collaboratively with commodity managers based on comparing BOMs to inventory usage. Managed the introduction of New Products, ISO 9001 audit, FCO, and ECO.

United Technologies Chemical Systems – Business Management (Consulting) 1992 – 1995

Ernst & Young – Business Consulting (Mergers & Acquisitions/Valuations), Manager 1988 – 1991

Education: MBA, University of San Francisco

BS Accounting, San Diego State University

Systems: Developed Business models utilizing Microsoft Office; Excel, Access, Word, Power Point and Project. Utilized business enterprise software packages as SAP and Oracle. Additional experience with small to medium business applications, Syspro (similar to Oracle and SAP) and PCMRP.

Recognition: Stanford University, Hoover Institute- Presentations for International Business Privatizations

Interests: Competed in local and national cycling events, member of USA Cycling.

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