CFO/Controller

Joe Brownell *.*.********@*****.***

*** ******** ***, ******* *****, CA 94062 650-***-****

Chief Financial Officer

P&L / Global Alliances / Outsourcing / Process Reengineering / Debt Restructuring / Complex Negotiations

Integrations / ERP / Product Marketing / Cash & Budget Management / Forecasting / Inventory Control

Utilized extensive domestic/international operations experience and solid grounding in finance/accounting to grow sales and bottom line in dynamic, demanding manufacturing environments. Instituted process improvements that increased productivity while cutting costs. Created market-driven organizations that responded rapidly to changing customer needs.

Negotiated purchase of division of larger company, increasing MDC’s sales 25% and cash flow 10%.

Overhauled pricing/product offerings in MDC catalog, increasing gross margins 5% without loss of revenue.

Implemented ERP plan, reducing overhead $3.5M and increasing on-time delivery 12%.

Special Skills: Strategic thinker and leader with a talent for creating a vision and articulating it across functions… Formulate innovative solutions to complex problems… Proficient team builder, fostering energy and enthusiasm at all levels… Pragmatic and focused… Masterfully manage change and crisis…Remain calm under pressure.

BS, Business Administration, University of Colorado. CPA Certificate, State of California.

Selected Achievements

Negotiated purchase of division of larger company, increasing MDC’s sales 25% and cash flow 10%. Company serviced wide range of industries, enabling it to weather changing market conditions. However, most of its business was in one industry and more diversification was needed. Contacted several brokers, seeking a business ripe for acquisition Identified/purchased a company in the process of divesting some of its core activities, enabling MDC to grow and thrive.

Overhauled pricing/product offerings in MDC catalog, increasing gross margins 5% without loss of sales revenue. The company sold over 5,000 parts through both a paper and an on-line catalog. Historically, the company stated that all parts would be available for a posted price and within an acceptable time frame. However, many parts listed for sale were not big sellers and therefore more costly to produce. Analyzed all parts sold in low quantities, determining the gross margin and verifying replacement cost. Eliminated, re-designed or re-priced those items, improving overall gross margin.

Implemented ERP plan, reducing overhead $3.5M, increasing on-time delivery 12% and improving inventory accuracy 26%. Company’s ERP software was antiquated and never fully-implemented, producing inaccurate system information, an increase in staff required to complete transactions, and a lack of integration. Selected best vendor, implemented software, conducted training, cleaned up data, and added additional data, achieving goals in nine months.

Outsourced manufacture of key product line, cutting product cost 65%. The company produced a flange that was integral to the manufacture of other products, but production costs continued to increase. Partnering with VP of Operations, negotiated an outsourcing contract. Then, set up two plants in India to produce product at reduced cost.

Developed strategic inventory control plan, increasing inventory turns from 1.2 to 3.5. Most of company’s products were sold through its catalog, necessitating a large on-hand supply of inventory to handle orders. However, no systems were in place to control inventory levels. Assembled team composed of purchasing and operations employees to develop/execute an inventory control plan including policies and procedures, improving inventory turnover three-fold.

Career Overview

MDC Vacuum Products, 1992-2008 – a $55M manufacturer of high and ultra-high vacuum components servicing the semiconductor equipment manufacturing industry, government and research laboratories, colleges/universities and solar industries. Company employs 300 people in CA, FL, India and the UK. Principal customers include Applied Materials, Lam Research, GT Solar, Argonne National Lab and the University of California.

President/CEO, 1994-2008. Created more market-driven organization, increasing sales from $15M to $55M and staff from 100 to 300. Accountable for bottom-line growth, long-range planning and global product marketing, pricing and management. Obtained ISO 9001:2000 certification. Fully integrated ERP software globally.

VP-Finance, 1992-1994. Responsible for all aspects of company’s financial performance. Reduced monthly closing of books from 45 to 10 days. Improved DSO days on A/R from 41 to 35 days and EBITDA margin from 6% to 10%.

Earlier: Principal, Harb, Levy & Weiland, LLP, a San Francisco, CA CPA firm providing audit, tax and consulting services to mid-sized firms; Senior Manager, BDO Seidman, LLP, a national CPA firm with global offices/affiliates.

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