Senior Finance Executive

DARYL A. GEHBAUER

Senior Finance/Accounting Executive, Proven Leader, Proactive Change Agent, Strong Communicator

314-***-**** 18 Glenbrook, Bentonville, AR 72712 *************@*****.***

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STRIVING FOR EXCELLENCE AND DRIVING FOR RESULTS

• Drove significant economic value and improved cash flow for the largest company in the world, Wal-Mart Stores, Inc. through the implementation of an innovative Accounts Payable solution.

• Generated Multi-Million $ capital and expense cost savings through implementation of competitive bidding programs for Wal-Mart and development of a Mass Purchase Program for one of the world’s largest department store chains, May Department Stores Company.

• Successfully managed large financial system conversions on two ERP platforms, JD Edwards, and SAP and developed an in-house automated and integrated Capital Project Cost System.

• Generated significant operational cost savings through automation and/or streamlining of manual processes.

• Led Shared Services teams in Order to Cash (AR), Procure to Pay (AP), and Record to Retire (Fixed Assets) for transactional and analytical functions.

• Proved ability to build and lead high-performing teams ranging in size from 15 to over 600. Staffs have included multiple levels and multiple locations of both management and hourly associates.

GOALS FOR FUTURE GROWTH AND DEVELOPMENT

• Stable, growth-oriented, progressive company that is ready to make an investment in a senior financial executive who can bring sound financial analysis and leadership skills to ensure that growth is sustainable.

• A company that places a high value on continuous process improvement, that is not ready to rest on its laurels, but rather is willing to build on its successes.

• A company that places a high value on integrity, ethical behavior, and community involvement.

PROFESSIONAL PROFILE

WAL-MART STORES, INC.-Large Multi-National Retailer, No. 1 on Fortune 500 List 2006-2012

SENIOR DIRECTOR-FINANCIAL SHARED SERVICES DIRECTOR (DECEMBER, 2008-MARCH, 2012)

Led three departments totaling 675 associates. Responsible for $34 Billion Accounts Payable (AP) balance including annual payment of more than 100 Million invoices worth in excess of $200 Billion, imaging, data entry, and management of automated workflow system (Teamworks); $4.5 Billion Accounts Receivable (AR) balance including collection and application of approximately $18 Billion in cash receipts; Master Data Management of supplier, associate, and location data for Wal-Mart U.S. and Wal-Mart Canada including 1099/1042 reporting and direct deposit/Electronic Funds Transfer (EFT) set-ups.

• Reduced annual department expenses $4.9 Million (20% under plan) through headcount reductions, and savings in outside services for freight payment.

• Generated annual discounts of $6.8 Million for Wal-Mart and Sam’s operating divisions through an accelerated supplier discount program.

• Increased Days Payable Outstanding (DPO) an average of 29 days per supplier and generated Annual Economic Value of $23 Million by leading a Supply Chain Finance Program, collaborating with two major bank intermediaries.

• Led SAP accounting system conversion for AP Goods Not for Retail (GNFR) and AR, reducing GNFR Outstanding Payables by 66% and Aged Invoices Outstanding (> 30 Days) by 73 %.

• Improved Aged Accounts Receivable from 15.1% to 3.8% over a 9 month period.

• Reduced Unapplied Cash from 27.5% to 2.3% over a 9 month period.

• Drove annual expense savings totaling $12 Million for 3rd party collection and coupon clearinghouse processes by organizing and initiating a competitive bid process.

WAL-MART STORES, INC.-Large Multi-National Retailer, No. 1 on Fortune 500 List

REAL ESTATE DIVISION CONTROLLER (JUNE, 2006-DECEMBER, 2008)

Directed a department of 55 associates responsible for controlling and reporting $100 Billion in Fixed Assets and Construction in Progress. Provided functional support for multiple departments-Energy, Facilities Management, Asset

Management, Global Indirect Sourcing (Purchasing), and two internal Real Estate Investment Trusts (REIT). Analyzed costs and forecasts and incorporated them into business plans; evaluated and improved operational processes; determined and supported resource requirements.

• Improved monthly financial close process, consistently beating corporate close deadlines.

• Led financial conversion of a 20 year old Fixed Asset System with over 1 million assets worth approximately $80 Billion to JD Edwards Fixed Assets (JDE).

• Developed JDE Fixed Asset and CIP roll forwards and a successful interface with General Accounting to aid preparation of Consolidated Statement of Cash Flows for quarterly and annual external reporting.

• Implemented monthly reconciliation for CIP and Fixed Asset accounts between JDE sub-ledger and the legacy system general ledger.

• Created improved monthly financial reporting for a $12 Billion Land portfolio, providing greater financial visibility and enhanced risk management for senior Real Estate Management.

MAY DEPARTMENT STORES COMPANY-Large National Department Store Chain 1983 - 2006

DESIGN AND CONSTRUCTION DIVISION-VP FINANCE & ADMINISTRATION, (2001-2006),

VP CONTROL (1993-2001),

DIRECTOR CONTROL (1984-1993)

Managed department of 15 associates responsible for Contract Administration, Cost Accounting, Forecasting, and Financial Reporting for all May Company New Store and Major Remodel projects. Provided functional and technical support to all May Company operating divisions for a $1 Billion Capital Program. Led regular periodic reporting to May Senior Management on financial status of managed projects. Managed the division’s FP&A, Human Resource, and Information Technology functions. Developed and monitored administrative policies and procedures and prepared financial reports detailing actual to planned expense variances for the D&C Division.

• Drove annual expenses under budget by 4.1% through aggressive cost control programs.

• Provided improved cost control and legal protection for annual purchases of $500 Million by re-writing May’s standard purchase contracts and standardizing vendor reimbursement agreements.

• Reduced capital expenditures by 10% by initiating a mass purchase program for annual purchases of security equipment, lighting, flooring materials, and fixtures.

• Led development and installation of May’s first automated Capital Project Accounting System (CAS), integrated with the Corporate AP system.

• Developed an automated interface with the Corporate Fixed Asset system, increasing the efficiency of the year-end property close.

• Re-wrote corporate policies related to management and accounting for capital expenditures and vendor reimbursements for a $1 Billion capital expenditure program.

• Reduced annual capital expenditures by $15 Million on a $500 Million New Store and Major Remodel Capital Program through enhanced financial controls and project cost management.

CAPITAL EXPENDITURE AUDITOR, CORPORATE INTERNAL AUDIT DEPARTMENT (1983-1984)

Prepared and issued internal audit reports for a $750 Million Capital Expenditure Program including outside contractor audits. Identified control weaknesses and prepared and implemented recommendations for improvement. Trained/advised audit staff and department store divisions on property accounting issues and contract administration.

EDUCATIONAL BACKGROUND

• MBA, DePaul University, Chicago, Illinois-Finance Major

• BSBA, Washington University, St. Louis, Missouri-Accounting Major

ADDITIONAL INTERESTS AND ACCOMPLISHMENTS

• Operated as a “loaned executive” for the United Way Campaigns for over 15 years.

• Led a team of executives in the YMCA Partner With Youth – a corporate campaign raising over $2 million annually to fund special programs and services for children.

• Charter member and Secretary-Treasurer for Golf for Kids, a 501(c) (3) Corporation; raising over $100,000 annually.

• Provided leadership role in numerous fund raising activities to aid Wal-Mart Caring and Sharing, NWA Food Bank, and Associates in Need.

Daryl A. Gehbauer Page 2

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