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Daniel Gutschenritter
2800 Covey Place
Plano , Texas 75093
(972) 403-9699 (O)
Dgutsch [at] writeme.com
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SUMMARY |
| Senior financial executive/CFO with solid background in planning and analysis, accounting controllership, financial reporting and M&A activities, including significant international responsibility. Exceptional skills in evaluating business drivers and the impact of change on bottom-line results. Known as an energetic problem solver who resolves complex issues quickly. Excellent cross-functional project manager. Experienced in working closely with a variety of funding sources including private debt and equity investment groups. |
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EXPERIENCE |
| SEDONA FINANCIAL GROUP, Plano , TX |
2000-Present |
| Consultant |
| Provide financial and managerial consulting services to businesses in the hi-tech manufacturing, real estate, and insurance sectors. Sample projects include: |
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One year project to develop a Private Placement Memorandum (PPM) providing detailed business plan and cash flow model for manufacturer of high-tech products (liquid crystal displays). |
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Delivered presentations to potential debt and equity investors to raise $15 million in capital for the expansion of manufacturing capacity in China.
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Oversaw the selection of an independent accounting firm and coordinated audit plan to prepare the company’s first audited financial statements (encompassing 12 years of operating activity).
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Developed and implemented business plan to acquire and re-develop residential real estate in Dallas metroplex.
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Designed, wrote content, and launched term life insurance web site providing customers with access to information and online quoting services (www.TermSelect.com).
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| INTERNATIONAL RADIOLOGY GROUP, Dallas , TX |
1998-2000 |
| Vice President of Finance, Administration, and MIS |
| Responsible for both P&L centers of company's business (reading center operations and temporary staffing) as part of corporate turnaround. Staff of 45 including 4 Directors. |
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Raised $11 million in private debt and equity funding. |
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Divested unprofitable division (practice management group) realizing significant improvement in operating cash flow. |
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Led complete strategic review of potential market segments including analysis of numerous merger and acquisition targets. |
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Put in place critical elements to prepare company for anticipated IPO including legal entity structuring, audit and tax planning, business plans and management information systems. |
| Note: IRG was merged into a health insurance PPO based in Chicago, IL in 2000 |
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| BEST POWER TECHNOLOGY (A unit of General Signal), Dallas , TX |
1997-1998 |
| Unit Financial Officer, Vice President of Finance and MIS |
| Global responsibility for financial and information services strategy for $250 million manufacturer of uninterruptible power supply systems (includes seven independent business units located across the Americas, Europe and the Pacific Rim). Responsible for controllership, working capital utilization, treasury and business planning and analysis. Reported to Unit President. Staff of 95 including 8 Directors. |
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Reduced department staff by 30% and assumed hands-on Corporate Controllership responsibilities including audit engagement planning, standard costing, transfer pricing adjustments, and financial reporting for twelve legal entities. |
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Initiated a 25% headcount reduction in US workforce saving $8 million annually. |
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Led a global management information task force which created and launched a common transaction and reporting platform across all business units, improving quality, accuracy, and flow of information (Baan). |
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Reduced global inventory levels by 60% over 6 months. |
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Prepared monthly reporting package and wrote MD&A to be incorporated in SEC filings. |
| Note: General Signal was sold to SPX Corporation in 1998 and this division was closed |
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| SKYTEL CORPORATION, Jackson , MS |
1995-1997 |
| Director of Business Planning/Analytical Reporting |
| Responsible for developing and implementing an annual planning and quarterly operating review and forecast cycle for $400 million international supplier of paging and wireless messaging technology. Reported to VP-Treasurer. Managed three professionals and one clerical. |
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Implemented Hyperion Pillar planning model for field level budget/forecast input and reporting, which improved speed and accuracy of process. |
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Modeled seven-year cash flow projection for new $250 million revolving credit facility, establishing credibility with bank syndicate regarding management's knowledge of the key business drivers. Served as point person handling lender's questions during loan syndication. |
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Assisted Treasurer with quarterly and annual SEC filing/reporting responsibilities. |
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Developed capital rationing model to focus investments on projects with higher than average ROI. |
| Note: SkyTel was sold to MCI Worldcom. I was recruited to Best Power by former SkyTel executive. |
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| BEROL CORPORATION, Brentwood , TN |
1993-1995 |
| Director of Operations Analysis/Financial Reporting |
| Directed business planning and analytical activities for approximately $250 million international manufacturer and marketer of writing instruments and art supplies. Reported to VP Controller. Managed three professionals, one clerical. |
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Created framework for evaluating marketing and sales initiatives, including pricing strategies, leading to more profitable decisions. |
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Designed channel, brand, customer, and product line profitability analyses, enabling management to better understand economics of the business. |
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Prepared and presented month-end reporting package to management team and investor group. |
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Co-led standard costing activities for US manufacturing unit. Analyzed direct manufacturing costs monthly to determine potential risks/opportunities to operating plan. |
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Led task force to reduce product catalog by over 6,000 SKUs resulting in improved manufacturing efficiencies and stronger marketing focus. |
| Note: Berol was sold to Newell Rubbermaid in 1995 and the corporate staff was eliminated. |
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| PEPSICO, Somers , NY |
1989-1993 |
| PEPSI-COLA INTERNATIONAL |
| Project Manager, Business Analysis – Western Europe and Asia (12/91-6/93) |
| Provided internal consulting services to field locations for large, strategic projects. |
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Evaluated joint venture candidate in Malaysia , providing review of manufacturing and distribution operations. Determined incremental investment was warranted. |
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Participated in development of German five-year strategic manufacturing plan, including evaluating the timing for building new facilities and negotiating with third parties for additional production capacity. |
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Working with VP-European Manufacturing Operations, developed manufacturing plan for newly acquired bottling operations in Spain including two plant closures and alternative sourcing scenarios. |
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Modeled, presented, proposed and won approval for India joint-venture partnership in proprietary raw materials technology, saving company $28 million annually. |
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| PEPSI-COLA NORTH AMERICA |
| Project Manager, Strategic Planning (4/91-12/91) |
| Member of newly formed group responsible for providing financial insight on brand strategies and new packaging concepts. Reported to Group Manager, Planning and Analysis. |
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Evaluated profitability impact of new packaging concepts taking in to account raw material costs, manufacturing and distribution feasibility, and consumer/trade acceptance, contributing to realistic profit planning. |
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Analyzed impact of various pricing and marketing strategies including brand positioning, media spending, and line extensions, educating brand managers to P&L issues. |
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Developed product line, channel and customer profitability analyses to advise sales and marketing teams. |
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Led process improvement task force that significantly reduced cycle time for capital projects approval. |
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| Manager, Capital Planning (5/90-4/91) |
| As member of operations analysis group, responsible for planning, forecasting and analyzing capital budget in excess of $300 million. Managed one professional, one clerical. |
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Worked with Vice President of Purchasing to evaluate self-manufacture of raw materials. Project resulted in $20 million in annual raw material savings. |
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| Senior Business Planner, Financial Planning (6/89-5/90) |
| As member of financial planning group, served as lead analyst for forecasting and analyzing bottling operations with revenues in excess of $6 billion. |
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Wrote presentations used by executive team for analyst meetings / board presentations. |
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| RICH'S DEPARTMENT STORES (Division of Federated Department Stores), Atlanta , GA |
1984-1987 |
| Manager of Operations Analysis/Financial Reporting for Retail and Distribution Groups |
| Managed the store level margin and expense planning and reporting for 22-unit department store chain operating in five state region. Reported to VP Store Operations. Managed one professional, one clerical. |
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Automated semi-annual budgeting for all stores and distribution division. |
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Implemented monthly reporting and variance analysis. |
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| WORLD BAZAAR (Division of Munford, Inc) , Atlanta , GA |
1982-1984 |
| Operations and Budget Accountant |
| Created monthly internal management reports and coordinated all budget activities for major retailer of home furnishings (similar to a Pier 1 Imports). |
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Provided analytical support to division that grew from 80 to 235 stores (combined company and franchise) in two years. |
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EDUCATION |
M.B.A. – Finance, Duke University, The Fuqua School of Business (ranked #5 in the US), Durham, NC, 1989
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M.S. – Accounting, Duke University, The Fuqua School of Business(ranked #5 in the US), Durham, NC, 1989
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B.B.A. – Marketing / Finance, University of Wisconsin-Madison (ranked #11 in the US), Madison, WI, 1982
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