Finance Analytics & Modeling Leader with Growth Experience

Jeff Brademeyer

**** * ***** ***** *******, AZ **298

480-***-**** • ****.**********@*****.***

VP of Finance

Corporate Financial Management/CPA-MBA in Finance

Professional Summary: Seasoned and broadly skilled financial executive with extensive experience and expertise in developing and implementing effective reporting and analytical systems and tools for optimizing financial and operational management decisions. Expert in developing data analytics and models for integration with financial forecasting and reporting models and systems. Experienced and proficient at building financial and logistical infrastructure to support growth, profitability, and international expansion.

Professional Passion: Architecting and implementing analytics-driven business processes, planning tools, and data-driven performance measurement models for continuous process and profit improvement and optimization of management decision outcomes through accurate, timely financial and operational reporting.

Core Financial & Executive Knowledge/Skill Areas Include:

Financial Analysis/Forecasting

Accounting & Financial Reporting

Banking/Cash Flow Management

Financial Systems Integration

Int’l Currency & Transfer Pricing

Supply Chain/MFG/Cost Accounting

Compensation Plan Analysis/Integration

Data Modeling/KPIs/SQL

Team Building & Leadership

Merchant Processing Setup/Optimization

Professional Business Experience

Seint Beauty – St. George, UT Apr 2017 – Present

VP of Financial Planning, Analysis and Tax

Brought in as the enterprise’s first and only CFO during its fourth month of operations. Built out Accounting, Finance, Analytics, Supply Chain, Inventory Management, and Strategic Planning infrastructure (OKR’s) to support growth over the next 5 years to $120 million in sales. Co-led selection and presently leading implementation of new ERP system (NetSuite). Developed an International Product Pricing model for expansion into Europe and Australia in 2025. Currently focused on leading the conversion of the company’s compensation system to a new platform, finishing the ERP implementation, and prepping the company for further international expansion.

Yellapro Limited Mar 2019 – Mar 2020

Financial Analytics Consultant

Engaged by this global e-commerce seller of kitchenware to develop a product-level P&L, which would give visibility to product profit margins for each of the 90+ SKUs sold through Amazon Marketplace.

-Rapidly learned and mastered the company’s accounting systems and the Amazon data structure and reporting

-Created an Excel database to use for analytics containing all Yellapro transaction data from Amazon, containing 800,000 lines and 20 million elements of data each month.

-Develop data analytics “algorithms” for matching each digital advertising spend from 10+ providers, such as Google Ads, Facebook, Intellivy, Amazon PPC, etc. to each of the 100 SKUs. Same analytics developed for allocating other large spend categories of transportation, promotional campaigns, free product giveaways, returns.

-Compiled all the data together into a P&L, giving net profit margin for each SKU.

-Project ended when the programmed app could produce the same SKU P&L with amounts that matched those coming from my Excel model.

South Hill Designs Corp – Scottsdale, AZ January 2015 – December 2016

Vice President of Finance/Controller

Hired on as the company’s first financial executive to build accounting, finance, and supply chain infrastructure for this fast-growing international direct sales company.

Provided effective guidance and leadership to owners through the successful Asset Sale of the company

Assumed Supply Chain responsibilities and built an effective department of people and processes. Developed a rationalized data model and financial reporting structure from scratch. Also created a detailed operating budget model and

Developed basis for international tax strategy and corporate organization model, requiring the addition of a holding company. Worked with attorneys and tax accountants to set up a new holding company and execute the new structure.

Developed full operating planning model with balance sheet and cash flow statements based KPI-driven sales forecast model, which was instrumental in guiding the executive team in planning for investment in corporate infrastructure and the eventual plan to sell the business.

Vemma International Holdings; Vemma Nutrition Company – Tempe, AZ April 2010 – Sept 2014

Vice President of Finance

Key member of new executive team brought in to build foundation for this previously fast-growing global direct sales company, which had stalled out due to a lack of supporting infrastructure and effective leadership. Developed infrastructure to take the company from a small entrepreneurial business to a mid-sized multi-national corporate enterprise. Over the subsequent four years, the company went from declining sales of $60 million and net losses to 100% YOY growth, 10% pretax profit, and revenues of $200 million.

Led and managed all global financial operations, banking relationships, consolidated financial reporting, and financial management, including planning projections, forecasting, analytics, financial reporting and controls, product pricing, cost accounting, cash management, and international tax strategy/compliance.

Secured $5.3mm bank financing in Fall 2013, which proved critical in 2014 to support new 50,000 sq ft corporate Headquarters buildout, ambitious international expansion in Asia, EU, and Latin America, and the financial impact of transitioning from Network Marketing to Affiliate Marketing business model.

Developed revenue enhancement and cost reduction plan, which improved monthly cash flow by almost $1 million

Developed efficient, effective accounting infrastructure to support fast-paced growth and corporate expansion into six new foreign markets: Canada, Mexico, Australia, South Africa, Hong Kong, Colombia, as well as new joint ventures in Taiwan and Europe. The company has corporate operations in 7 countries, majority-owned JV operations in 25 countries, and licensee sales in 20 countries worldwide.

Developed a worldwide merchant banking structure and architected a payment processing platform to support growth through the company’s global online business model and bring it into PCI compliance.

Developed data structure for effective decision support analytics, reporting, and forecasting capabilities to support continued expansion of products and markets worldwide.

Interfaced effectively with Marketing, IT, and other departments to solve company-wide system problems and improve company performance. Utilized expertise in credit card payment systems and data analysis to guide the company through a challenging period and avert a payment systems crisis by identifying the root cause of the system's glitch.

Developed Enterprise Risk Assessment and Operational Assurance Plan to ensure company strength/longevity.

Isagenix International, LLC; Chandler, AZ January, 2006 – June, 2009

Vice President, Controller

Joined the organization as the first financial executive in its early formative stage after a change in ownership/control of the company, which at the time had revenues of $60 million and no accounting systems, processes, or trained staff.

Directly responsible for all global accounting operations and financial management, including budgeting, financial/management reporting, cost accounting, cash management, and tax compliance.

Single-handedly built from scratch a team of 15 highly competent accounting/finance professionals

Implemented world-class accounting system delivering effective and timely reporting, planning, and business intelligence.

Developed and implemented solid accounting infrastructure to support and keep pace with rapid growth, which has seen the company grow 400% to annualized revenues exceeding $250 million with international operations in Canada, Hong Kong, Australia, New Zealand, and Taiwan.

Jeff Brademeyer (Continued)

Waste Services Inc./Horizon Waste Services, Inc.; Mesa, AZ Aug, 2001 – Dec, 2004

Corporate Controller

Key member of the management team charged with turnaround and asset disposition of this $50 million operationally challenged and under-capitalized waste services company. As acting CFO, successfully led the company through the successful sale of Horizon Waste Services of Arizona to Waste Services, Inc. on December 31, 2003.

Convergent Communications; Englewood, CO 1994 – Apr, 2001

VP Controller

An integral member of the management transition team during the company’s acquisition, integration, and pre/post-IPO periods. Originally hired in 1994 with Tie Communications, which was ultimately acquired in 1998 by Convergent, a $200 million national communications company in 29 markets with 1200 employees providing web services, broadband services, and voice/data systems integration in commercial and residential markets.

Designed and implemented organizational changes to rectify the month-end close, which significantly improved the accuracy of final numbers and reduced closing time and preparation of financial statements to 5 days.

Restructured the general ledger and product line P&L format, providing a more detailed breakout of sales into components of equipment, internal labor, and subcontractor costs. Process facilitated monthly analysis of revenue and backbone network infrastructure costs, resulting in cost savings of $1 million in unneeded circuit charges.

Vice President of Finance, Controller (Tie Communications 1998)

Regional Controller/Director of Corporate Accounting Operations (1994-1998)

Promoted and selected as a key member of the executive management team to lead the business through a hypercritical period resulting from recapitalization. Challenge to lead a team of 40+ employees during a time of great uncertainty and instability while the company was in the process of being sold.

Led successful project in the design and implementation of a centralized accounting structure. Managed a 6-month transition process to centralize all field accounting functions, reducing annual operating expense by $2 million. Centralized collections and improved processes and standards reduced past due A/R balances from 25% to 10%

As Regional Controller, developed a Customer Life Cycle business process model, which became the corporate-wide standard in centralizing accounting, customer service, and implementing new IT systems. An integral member of the team responsible for turning around the California operation from $200,000 per month in losses to $1.5 million monthly revenues with a positive EBITDA of $100,000. The program was recognized as “best practices” and became the national model.

Early Career History

Professional Management Midwest, Overland Park, KS

Tax Specialist (Part-Time); 1991-1993

Waste Management Inc., Phoenix, AZ

Division Controller 1987-1990

Self-Employed- Accounting/Tax Services, Scottsdale, AZ

Accountant (1984-1987)

Education/Certifications

University of Kansas; Lawrence, KS

Master of Business Administration – Finance

Graduate Business Scholar - May 1993

Mid-America Nazarene University; Olathe, KS

Bachelor of Arts – Accounting/Computer Science - May 1984

Certified Public Accountant (Arizona Certificate # 6458-E)

AZ Society of CPA's Bronze Medal Award - 3rd highest score on 11/86 CPA Exam

*CPA License currently inactive

Jeff Brademeyer

Professional Qualifications/Career Interests Outline

Key Areas of Interest/Expertise:

1)Building Financial and Operational Analysis and Reporting Infrastructure for young growing companies or larger enterprises in a restart/rebuild mode. By infrastructure, I mean People, Processes, Data Structures, and Systems. Starting with Isagenix 15 years ago – when I built a highly effective accounting/finance department from the ground up while the company’s revenues grew from $65M to $225M annually – to Vemma where I did the same under similar revenue growth and then most recently with Seint from Startup to $140M Sales. In addition to being skilled at financial and ERP system implementations, I am very operationally oriented and proficient developing KPI’s and operating performance metrics and reporting.

2)Planning, Forecasting and Analysis. I am highly experienced and skilled at developing financial planning and forecasting models. I developed a kpi driven financial planning model within my first 30 days with South Hill that was needed to put the Private Equity sales presentation deck that the investment bank guys were just beginning to put together. In my second year with Isagenix, I developed a sales forecasting model that accurately forecasted sales from three customer and sales order KPI driven metrics (customer acquisition rates, average order value, and customer retention rates). The retention rates came from a cohort-based customer retention model I developed from scratch as well. In Seint’s second year of business, I developed and implemented a modified OKR (Objectives and Key Results) planning and goal-setting process from scratch at Seint tailored to its dynamic organization structure. I have developed numerous financial and operational models in the areas of supply chain replenishment, compensation system performance, loyalty program reward tracking and international product pricing.

3)Operational Optimization/Business Process Standardization. By nature, I am process-oriented in how I go about solving business problems and have gravitated towards developing standardized processes and operational metrics for the continuous improvement of existing processes. My accounting and analytical orientation lead me in this effort to focus process development efforts in conjunction with performance and financial analytics to ensure process efforts are aimed at revenue enhancement/cost savings outcomes and that there is data and reporting to give feedback on whether and how much our efforts are moving the needle.

Besides these areas of interest and expertise I also have 20+ years of experience in a Controller/VP of Finance role and know how to provide financial leadership with acuity and integrity.

Business opportunities matching up well with above qualifications:

a)Relatively new startup that’s $25M to $50M in revenue and needing to hire its first financial executive to build out a finance department

b)Company in fast growth mode – maybe with new acquisitions yet to be assimilated – which needs someone with my analytical, process oriented skills and financial operations background to help spearhead the standardization of its business operations and reporting processes

c)A recently acquired business – ideally by a VC/PE firm – that is in turnaround mode and needs the same analytical, process improvement, systematic problem solving skills to bring efficiencies and help scale the business to profitability.

d)Established growing Direct Sales company looking to continue building out its analytical capabilities and further rationalizing/systematizing its financial operations

Jeff Brademeyer

Direct Sales Industry Proficiencies

Top Three Proficiencies:

1)KPI Driven Sales Budgeting & Forecast/Modeling

Over the past 15 years working in this industry I have developed a proficiency in the area of long term sales forecasting/budgeting that I know to be highly valuable to Direct Sales owners/CEO’s and Private Equity partners who want to understand the operating metrics that drive sales over the longer term (1 to 5 years). I developed a sales forecasting model in 2008 based on these three variables:

1)Customer retention rates

2)New Customer Acquisition rates

3)Average Monthly Spend Per Customer

2)Supply Chain Management/Replenishment

Developed from scratch in the first year with Seint, a highly effective supply chain replenishment model (Excel-based) that was crucial to my current employer Seint’s explosive growth from zero to $100+ Million in sales. This model is based on the following six key variables and operating metrics for each SKU:

Weekly Sales Velocity

Seasonal Sales Spikes (Black Friday/Christmas holiday season)

Supplier Lead Times

Safety Stock Levels

Maximum Stock Level

Minimum Order Quantities

3)Compensation Plan Evaluation (“Payout Creep” Analytics/Remediation)

I have developed SQL reporting skills that enable me to query and export any data needed from the CRM transaction database. This has enabled me to develop detailed reporting and analytics for evaluating commission payout trends and identifying areas of concern where payout creep is happening and in need of remediation. This enables executive leadership to strategically target volume and active customer count thresholds for the specific bonus types, which may need to be adjusted to keep the plan payouts within the targeted % of volume/sales. I have done an extensive analysis of this sort for Seint Beauty, which will help leadership to take necessary steps in 2022 to remediate a trend that will only get worse with growth.

(Note: One of the key areas for executive leadership in managing profitability of a fast-growing or startup Direct Sales business is the comp plan payouts as a percentage of product sales. Most plans will begin to exhibit “payout creep” once field leaders get up to speed on the plan's mechanics and bonus level triggers, they figure out how to optimize (exploit) the plan to get maximum payout from a given level of volume or recruiting efforts.)

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