Resume of a Ceo of Investment Company by jrd17786

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									                                                 Name, C.A.
                    Address, City, State/Province Zip/Postal  C. XXX.XXX.XXXX E. email address

                                            Senior Executive
       …delivering the cultural, operational and marketing inputs required to build successful organizations
Forward thinking and high integrity senior executive with a proven career growing multimillion dollar
manufacturing, marketing, distribution and sales organizations. Impeccable business acumen and track record
of providing leadership in difficult situations and stewarding profitable growth. Outstanding reputation for leading
cultural and organizational change, developing talent, identifying strategy and providing clear and consistent
direction.
Demonstrated achievements in:
• Strategic Planning                      • Brand Development              • Innovation
• Public Company Leadership               • Overseas Sourcing              • Talent Identification
• Corporate Development                   • Change Management              • Team Development & Coaching
• Financial Management                    • Mergers & Acquisitions         • Stakeholder & Investor Management

                                        Professional Experience
Company Name, 02/2006 – 06/2008
Company is the industry’s largest integrated art publisher, wholesale framer and licensing agent. Original,
proprietary imagery is published and sold internationally as open-edition prints or canvas including to the major
retail chains.
COO / President & CEO
Recruited two years after a public offering (Trust) to provide leadership and cultural change when revenue and
profits were in decline and the industry was facing external challenges including the rising CDN$ and the influx of
China-made imports. Reported to the Board (and Member) and worked with outgoing Founders during transition.
• Worked with the Board to confront new industry realities and pursue alternative strategic opportunities.
• Significantly changed cost structure to drop break-even point by 50%.
• Developed in house technical group to manage publishing, which increased speed to market, created
    flexibility and less reliance on external third parties and reduced costs by $700k.
• Significantly reduced organizational silos and improved team approach to total business.
• Identified key internal potential leaders and developed them into strong managers.
• Developed integrated supply chain strategy encompassing Asian and Canadian manufacturing with extensive
    involvement responding to Chinese competitors and developing China-based sourcing partners.

Company Name, (Subsidiary of Company Name, Amsterdam, Holland) 06/1997 – 02/2006
Company manufactures and distributes Sector supplies and ingredients to the North American Sector industry.
Sales are derived from the retail, wholesale, grocery and food service sectors.
President & CEO, Division North America, Los Angeles, CA 08/2004 – 02/2006
Promoted to full P&L mandate for the $350M USA West division and the $96M Canadian business during a time
when US results were poor and morale low. Given responsibility for the $150M USA East division in 01/2005.
                                                                                                     nd
With 6 branches, 24 distribution centres and 1020 employees the resulting entity was the industry’s 2 largest.
• Created one operating entity and immediately improved profits by integrating the East and West divisions.
• Established an integrated US management team and developed a one-country vision that the team bought
    into and executed very successfully. Developed a strong sense of pride among managers.
• Improved employee morale and their sense of the company’s equity and fairness to human resource issues.
• Negotiated two new union contracts resulting in $1M in annual savings.
• Developed, led and executed manufacturing strategy including the significant reduction of excess capacity.
• Re-established quality and market-focused innovation into products.
• Turned around performance, grew EBIT 28% and created one of the corporation’s leading performers.
President & CEO, Division Ingredients Canada Ltd. 06/1997 – 07/2004
Recruited by parent company to turn around a $95M Canadian business. Charged with consolidating five failing
acquisitions, creating a new culture and leading company to growth and profitability following a period of
increasing losses and declining sales and market share. Successfully created vision, strategies and management
team which moved company to industry leading position.
• Consolidated five acquisitions into one operating company (2 manufacturing locations / 6 distribution centres)
    and restructured organization and culture to move from distribution and price focus to value added supplier.
• Transformed the existing management group into a high-performance team and greatly improved morale.
• Successfully negotiated and integrated two new acquisitions.
• Established systems and controls to ensure accurate and timely tracking of performance.
• Co-architected the Name brand and strategy and worked with European partners to build brand portfolio.
• Increased EBIT 150% by reducing sales in the first years in order to create a market strategy. Resulting
    strategy grew sales to $96M and resulted in eight successful years of growth in return on capital employed.

Company Limited, 1993 – 1997
The Canadian division of Major Branded Business, which manufactured and sold a range of alcoholic beverages.
The company had 175 employees, a plant in Calgary, and 2 sales offices.
VP, Finance / Executive Vice President & General Manager
Recruited as VP, Finance and within 6 months promoted by the parent company to the top Executive position to
take on a situation where business results were in decline and the organization faced significant cultural, financial
and process challenges. Reported to the Head Office in Chicago with full P&L responsibility.
• Successfully tackled sensitive HR issues, which restored the faith of employees in senior management.
• Developed and coached a new, high-performance management team drawn mostly from internal candidates.
• Launched new Canadian vodka brand “Brand Name” which provided growth in a shrinking category.
• Enhanced and expanded international markets (1996: $3M profit on $10M in export revenue)
• Reversed declining sales and profits and created sustained performance levels (1996 sales of $40M,
    Domestic: $9M profit on $30M).

Self-Employed Chartered Accountant 1991 – 1993

Company Name (Division of Pillsbury Canada Ltd.) 1988 - 1991
Director, Finance
Managed 25 staff (18 unionized) in finance, control, M.I.S. and reporting as the senior financial manager for the
division. Developed safeguards for protection of assets in excess of $50M and revenues in excess of $70M.
• Implemented significant recommendations regarding asset and organization as a member of a project team
     on free trade and global training strategies.
• Gained general management experience as Acting General Manager during four-month absence.

Company Name Inc. (Parent to Cambridge Insurance Brokers Ltd.) 1987 – 1988
Vice President, Finance
Reported to President with direct responsibility for all financial, control, M.I.S. and reporting functions and
involvement in overseeing all operational and investment activities.
• Successfully negotiated buy-out of minority shareholders and sale of non-strategic operating company.
• Restructured debt and significantly improved operating efficiency of companies.

Peat Marwick Thorne, Chartered Accountants 1982 – 1987

                             Education & Professional Credentials
                 Chartered Accountant, Year  Member, Institute of Chartered Accountants
                     Bachelor of Arts (Finance / Economics): Simon Fraser University Year
                                    Member, Institute of Corporate Directors

                                     Confidential Resume  Name  Page 2/2

								
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