Financial Reporting Customer Service

RANDALL H. SCHILT, CPA

W**** Great Oaks Ln.

Hortonville, Wisconsin

*******@***.**.*** Home: 920-***-****

CAREER SUMMARY

A highly analytical, results-driven financial/business executive with an in-depth understanding of manufacturing and the integration of all business functions within an organization. Proven financial acumen and strengths in strategic planning, financial reporting, analysis, and business and facility rationalization in both domestic and international operations. Experience in mergers and acquisitions. Solid interpersonal and communications skills – relate well to individuals at all levels of the organization.

EXPERIENCE PROFILE

NORTH AMERICA, DIVISION of VF CORPORATION 2000 to 2021

North America Division is a $9 billion division of VF Corporation, a $12 billion international brand developer, manufacturer, and marketer of apparel products. N. America includes Canada, US, Mexico and South America, and consists of ten operating units, The North Face, Vans, Timberland, Dickies, Supreme, Altra, Icebreaker, Smartwool, JanSport, Imagewear, and Kipling.

Division Operations VP Finance and Controller 2000 - 2021

Provide hands on leadership to the finance, payroll, operations forecasting/planning, cost, credit, sales, and operational activities within the $9 billion North America division.

Integral part of the working capital settlement negotiation, establishment of opening balance sheet, and

integration of a $100 million international acquisition. Negotiated $2 million reduction of working

capital settlement.

Key member of due diligence team, successfully completing and integrating a $310mm

global acquisition. Developed five year business model for the acquisition, identifying operating profit

targets and improvements needed in the wholesale and retail business segments to meet targets.

Partner with brand CFO’s and Presidents, establishing the five year strategic plan for the brand. Team

with Product Development and Sales to meet target margins for product introductions established in the

five year strategic plan, ensuring operating profit targets are met. Provide direction on business decisions

regarding selling, marketing, and operational programs impacting the business model.

• Responsible for strategic planning and forecasting for operations functions of the Division, including

sourcing, demand planning and forecasting, quality assurance, logistics, distribution, customer service, credit and accounting. Responsible for partnering with the VF Operations and managing to the business model established.

Built and centralized the North America Service center for Accounting, Credit, Retail Audit, Customer

Service, Systems Implementation Design Support, Retail Real Estate and Accounting Support for Leases, and Operations Finance servicing Canada, US, Mexico and South America for all businesses.

FORT JAMES CORPORATION 1989 - 2000

A newly formed business resulting from the merger of Fort Howard Corporation and James River Corporation, Fort James is a $7.3 billion international manufacturer of paper tissue, towel, napkin, cup, and packaging products.

Corporate Controller Packaging Division 1998 – 2000

Provide hands-on leadership to finance, control, and information technology activities within the $1 billion Packaging Division. Manage controllers at 16 plant sites.

Strengthened forecasting, engaging business functions to “own” objectives and develop, implement, and modify plans to pursue them. Improved internal reporting to more effectively manage the business.

Provided analytical and strategy support for business management, including plant rationalization saving $8 million annually. Also determined that a sales pricing issue was actually deterioration in manufacturing yield, focusing corrective actions.

Managed plant costs through the controllers, analyzed plant performance, and identified opportunities for spoilage

RANDALL H. SCHILT, CPA Page Two

reduction, collection of claims, challenging production goals, and reducing overtime. Contributed to $17 million

in cost reductions in 1998.

Coordinated implementation of new business systems, and established rules for the systems including standardized reporting and product costing methodologies.

International Controller Fort Howard Corporation 1995 – 1998

Reporting to the CFO, managed financial reporting, internal control, tax, system, product costing, and financing functions of start-up and existing foreign operations. Managed the credit processing, consumer and commercial claims, and internal audit departments as well, supervising a staff of 35.

Played a key role in strategic planning for foreign operations in Mexico, China, and England. Provided financial analysis and recommendations related to importing raw materials, capital expansion projects, capacity planning, expansion into new markets, and acquisitions.

Conducted due diligence for foreign acquisitions, primarily in Mexico.

Monitored and managed the cash flow and working capital of foreign operations. Established a line of credit with Chinese banks to enable operations in China to borrow funds locally.

Developed foreign transfer pricing policies in conjunction with the Tax Department.

Streamlined pricing and promotional administration to eliminate deductions. Established a commercial claims department, and reversed a long-standing trend of continued growth in the outstanding deduction balance, reducing the average $3 million.

Led a project to establish similar price positions for duplicated products in merged companies, increasing gross revenue $5 million.

Director of Internal Audit Fort Howard Corporation 1989 – 1995

Supervised a staff of five professionals performing operational, financial, and construction audits of domestic and international operations. Maintained controls, performed contract reviews, and identified cost saving opportunities.

Investigated commercial pricing issues and developed pricing strategies and tools that enabled the company to avoid losing approximately $100 million in profit margins by reacting more quickly to rapidly increasing raw material costs.

Identified $3 million in investments earning 5.5% less than the average rate being paid on company debt, identified $2.5 million of scrap inventory to be sold, and recommended the sale of idle assets. Identified $300,000 annual raw material savings for European operation.

Improved cash flow $20 million through implementation of revisions to a $50 million broker promotional program.

Led a team evaluating pricing and promotional programs. Identified opportunities to reduce pricing errors, manual pricing, and customer deductions, and to improve control of pricing and promotional strategies.

PREVIOUS EXPERIENCE

Held increasingly responsible management positions with the Baking Division of G. Heileman Brewing Company, Inc., a $1.3 billion manufacturer of beer, bread, rolls, sweet good, and snack food products. Baking Division sales grew from $90 million to $350 million. Performed financial and operational analyses, directed the activities of controllers at 15 plants; reported divisional financial information; standardized and consolidated financial reporting of acquired divisions; and coordinated and managed annual auditing, budgeting, and financial reporting. Modified and implemented common management information system for the division.

Held increasingly responsible management positions in financial reporting, cost accounting, and auditing with the Galigher-Ash Division of Baker International Corporation, a $2 billion manufacturer of mining equipment, oil tools, and drilling equipment.

Started career as an auditor with Grant Thornton, LLP, at the time the ninth largest international CPA firm.

EDUCATION

Bachelor of Business Administration, Accounting & Finance University of Wisconsin – Madison

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