Experience

Munch's Supply, LLC

• United States
• Wholesale
• 100 - 200 Employee

• Chief Financial Officer

  • Apr 2015 - Present

  Chief Financial Officer for Munch's Supply - a rapidly growing HVAC distributor in the US and Canada. Since 2015 we have executed a strategy to grow from a 7-branch operation in Illinois to operating 52 locations in 16 states and Canada. We focus on strong organic growth and growth through acquisition. We are the exclusive distributor for Trane/American Standard residential and light commercial HVAC products through our Munch's Supply, Tommark, O’Connor and Marks Supply distribution operations in Illinois, Indiana, Michigan, Missouri, Kansas, Nebraska, Iowa, Oklahoma and the province of Ontario. We distribute Rheem HVAC products through our API of New Hampshire, Comfort Air and C&L Supply HVAC and Plumbing distribution operations in New Hampshire, Massachusetts, Vermont, Maine, Rhode Island, Colorado, Wyoming, Arkansas, Oklahoma, Missouri, and Kansas. We are continuously looking for well-run operations to add to our family of businesses. We focus on helping companies thrive and grow by providing them with capital and services that may be unavailable to them as a standalone company. Munch's and its operating subsidiaries are widely recognized as service leaders in their respective markets. We are committed to providing our customers with exceptionally deep/broad product inventories, "on demand" delivery and one hour product will call. This 65-year-old service focused company is owned by management and Ridgemont Equity Partners, a private equity firm with deep experience in industrial distribution.



L&W Supply

• United States
• Building Materials
• 700 & Above Employee

• Sr. Director, Financial Planning & Analysis

  • 2013 - 2015

  Led strategic planning for largest specialty dealer in North America for drywall, steel, ceilings, and other building products, worth $1,200,000,000; handled all aspects from strategy development to project and initiative implementation. Led the executive team and set strategic priorities for corporation. Worked as part of the executive team to return L&W to profitability in the face of a 50% decline in opportunity and achieved a $100,000,000 swing in profitability in four years, with no help from the market. Provided support and leadership to organizational design transformation initiatives. • Initiated and led team to ideate and develop a future-state business process and vision for L&W Supply that would provide a sustainable differentiated customer experience. Project encompassed all sales and branch operating processes from customer inquiry; order capture and order scheduling; pull, stage and load; order delivery; follow-up and invoicing. Developed best practices and new operations processes that would redefine and standardize the customer experience at all 145 branches; culminated in definition of 24 individual Lean Six Sigma projects and introduction of LSS to organization. • Introduced Lean Six Sigma (LSS) to company’s operations; facilitated staffing new LSS organization and success of 24 black and green belt LSS projects to provide step change in service and lower operating costs. o Led voice of the customer research and current state process evaluation work done by supply chain lab at Texas A&M. • Led team of 14 FP&A professionals providing financial support, project support, and operational excellence leadership to 2,200 people and 145 locations. • Led 2013 reorganization of FP&A and accounting functions; resulted in centralization of accounting function and creation of separate financial planning and analysis function to support field. Reduced costs by $800,000.



L&W Supply

• United States
• Building Materials
• 700 & Above Employee

• Senior Director, Strategy, IT and Operational Excellence

  • 2011 - 2012

  • Initiated and led 2012 project to implement customer stratification for all of company’s 34,000 customers based on customer life cycle profitability and cost-to-serve metrics. Led cross-functional team of 24 to build proprietary tool used to drive sales force and operating behavior to improve profitability. Oversaw build of toolset, dashboards, validation of statistical significance, sales force training, change management, and ongoing adoption. • Executive sponsor for team that centralized credit function in L&W Supply. Integrated Get Paid software with ERP application to facilitate centralization of account management, credit processing, and customer follow-up. • Led cross-functional team to leverage company’s nationwide strength by centralizing sourcing process for steel studs and track while leaving procurement and quoting decentralized. o Designed new monthly business process; process centralized sourcing, vendor selection, and monthly cost negotiation while keeping quoting and pricing in the field. o Developed IT platform and reporting tools to track vendor commitments, Total Costs of Ownership, replacement costs, and sourcing advantage. Led implementation process in the field and with USG sourcing. o Developed communication and change management tools to support new business process; program resulted in yearly savings of $6,500,000 and later included additional categories of finished goods. • Supported and coached organization design initiative to reorganize all of company’s field sales and operations functions. Served on executive team that developed framework for new organizational structure and provided key input to end-state design; structure continues today.

• Director Information Solutions and IT

  • 2008 - 2011

  Head of Information Technology (IT) and Information Solutions (IS) for L&W Supply from 2002-2012. Provided IT support for 200+ locations; integrated 10 separate acquisitions with 40+ locations into platform and made ongoing platform enhancements. Responsible for IS, creation of initial data warehouse, operating dashboards, network support, training, web presence, and SOX compliance. • Led Business Support Improvement (BSI) project to centralize all accounting and financial support functions for 200+ branches into five financial hubs. Led team that redesigned and rebuilt all previously decentralized AP, AR, payroll, and SOX approval functions from order to cash. Incorporated changes in business process, technology platforms, and people. o $9,000,000 project; resulted in $3,500,000 in yearly savings from permanent personnel reductions enabled by process change and technology and enabled outsourcing of AP and AR transactions in 2013 for additional savings of $1,000,000 per year. o Team designed, built, and tested all new AP and AR processes in existing legacy ERP system and fully integrated document imaging, capture, workflow, and approval processes into new paperless transaction processes with automated SOX, AP, and AR workflows. o Automated cash application through use of scanning technology and bank lockbox automation and algorithms. o Implemented inbound EDI with 80% of vendors and automated AP workflow and exception queues. o Outsourced invoice generation and check printing. Initiated and led 2012 project to re-platform existing ERP platform from 16 geographically distributed 20-plus-year-old servers to one centralized IBM I Series server with mirrored real-time off-site backup. Replaced 20-year-old printing technology in branches, eliminated points of failure in network, and improved branch uptime to 99.999%. Managed $1,200,000 project; project realized $800,000 per year in savings and significantly improved user experience



L&W Supply

• United States
• Building Materials
• 700 & Above Employee

• Director Marketing and IT Solutions

  • 2006 - 2007

  Managed all marketing and IT functions at L&W Supply, including marketing, information technology, IT support, network support, hardware, websites, and EDI. Coordinated, analyzed, and communicated annual customer satisfaction survey with outside vendors. • Conceived, developed, and implemented two separate gain-sharing marketing programs (Players Rewards and High Rollers) to drive sales of acoustical products with target customers. Achieved 121% sales growth with target group and 100% increase in incremental margin; all programs self-funding. • Developed, implemented, and managed drywall delivery program with Home Depot; program included initial concept, business rules, management meetings, kickoff, rollout, and implementation of pricing and electronic invoicing with Home Depot. o Led study to evaluate rebranding L&W Supply under one name to leverage local brand equity and build national brand equity. o Developed national positioning statement for L&W, evaluated new naming concepts, and developed proposed conversion timeline and budget estimates. Led focus groups, naming ideation, positioning, customer research, and design. • Implemented use of semi-annual customer focus groups to vet new service and product offerings with customers. o Worked with outside resources to develop focus group interview guides and new service and product concepts and evaluate them with selected customer groups. • Developed and deployed management information dashboards based on COGNOS 8 software for sales and purchasing; system automatically consolidates key metrics for management decision-making in over 20 product groups and 40,000 SKUs at over 200 locations daily. Developed dashboards and cubes to facilitate ad hoc analysis and business support.



L&W Supply

• United States
• Building Materials
• 700 & Above Employee

• Director Marketing and Business Development

  • 2002 - 2005

  Oversaw marketing, business development, and IT functions for $1,700,000,000 subsidiary of USG. Handled strategic planning, marketing, and IT functions. Developed strategic plan; led to L&W Supply’s rapid expansion program to gain share and increase market penetration. • Led development of symbol-based handheld inventory scanner solution to streamline monthly inventory counting and reconciliation process. Developed scanner software and integrated with legacy ERP system; achieved 50% to 75% reduction in time to count monthly inventory at 200+ centers. • Developed and deployed COGNOS cubes for use in analyzing daily transactional sales information for management team. • Replaced unreliable point-to-point connections for legacy ERP system with new managed frame relay, significantly improving uptime and lowering cost by $1,000,000 per year. • Managed and implemented analysis of center operations, using external consultant to determine best practices in warehouse management and load scheduling.



USG

• United States
• Wholesale Building Materials
• 700 & Above Employee

• Director Business Management, Drywall Systems

  • 2000 - 2002

  . Handled marketing, product management, and strategic planning function for all drywall, joint compound, plaster, and interior finishing products, with $2,100,000,000 in sales. Managed seven directors and product managers directly responsible for day-to-day product management. Worked closely with team to coordinate all phases of new product development with research, sales, and manufacturing. Set research and product development priorities for research and development organization. Introduced and developed 15 new products and extensions in 18 months, including Tuff-Hide, e+ mold resistant drywall, and low-dust joint compound. Worked with USG research to develop initial product plan, product objectives, value proposition, and research priority to develop Ultralight Sheetrock; product ultimately won Chicago Innovation Award.



L&W Supply

• United States
• Building Materials
• 700 & Above Employee

• General Manager, Operations, Pacific Northwest

  • 1998 - 2000

  Selected as general manager of ten sales and distribution centers with 175 employees servicing Washington, Oregon, Idaho, and Montana markets. Handled profit and loss, strategy, and all elements of marketing mix. Took over least profitable region in L&W Supply in May 1998. Provided leadership and strategic direction to grow business. Implemented new marketing, sales, and operating plans. Improved sales and profitability by over 8% and 445% respectively in 12 months, all-time record for region. Improved region’s overall profitability from 0.4% of sales to 5.0% of sales in two years.Reversed market share decline in ceiling tile and grid market by performing market share and customer analysis, redeploying sales force, and upgrading key personnel in ten months; resulted in 18% growth in sales and 2% improvement in product line profitability. Identified key markets for expansion through market analysis, identified key sales and management personnel to staff operations, and opened three new distribution facilities to address markets. Achieved profitable operations within first year of operation at all three facilities and expanded market base to support future growth in region.

• Manager, Center Operations

  • 1996 - 1998

  Served as general manager of seven centers and 150 employees in Atlanta market. Oversaw all elements of marketing mix and all operations for $37,000,000 in business. Identified strengths and weaknesses in organization. Restructured reporting structure of marketing, operations, and accounting. Developed service and team-based culture. Redefined business through target marketing and business line extensions. Improved quality of delivery and level of customer service. Achieved record sales in 1997. Turned around least profitable and least safe yard in Atlanta organization by replacing entire management team, reorganizing operations, re-crewing all delivery equipment, and hiring new sales representation. Converted yard to all-acoustical operation in late 1997 and remodeled facility. Achieved record sales in acoustical tile, grid, and insulation in 1998. Started up two-step distribution operation and delivery operation in 1998, aimed at further enhancing service position and shortening lead times in acoustical ceiling tile, grid, and insulation; achieved 86% improvement in target product line sales

• Center Manager

  • 1994 - 1996

  Held profit and loss responsibility for a $6,000,000 operation. Turned around operations and sales of failing organization by improving service in 12 months. Stepped into difficult personnel situation at failed acquisition and delivered record profitability and category sales in 18 months



USG

• United States
• Wholesale Building Materials
• 700 & Above Employee

• Manager Investor Communicaitons

  • 1989 - 1994

  Selected as head of investor relations for $3,100,000 Corporation. Managed function during prepackaged bankruptcy and restructuring of USG. Developed financial marketing plan for USG, which resulted in shortest confirmation period for any prepackaged Chapter 11 at the time. Developed innovative stockholder and bondholder identification program, which resulted in highest level of participation and support for prepackaged bankruptcy at the time. Developed award-winning communications program for use during bankruptcy to maintain vendor and employee support. Wrote and participated in all analyst presentations in the United States and Europe.

• Corporate Development Manager

  • 1988 - 1989

  Managed divestiture of three business units of USG. Developed business plans, offering memoranda and divestiture strategies. Led contract negotiations with purchasers and financial institutions, managed due diligence, and closed transactions. Performed acquisition analysis and assessed major internal start-up opportunities. Assisted in divestiture of two additional business units. Worked with team to develop long-term strategic plan consistent with company’s new financial structure.

• Senior Corporate Planning Analyst, Senior Financial Analyst,

  • 1984 - 1988