Curt Barsness Email & Phone Number

St Paul, Minnesota, United States

Somerset, Wisconsin

Kuryakyn is a $34 Mil designer of powersport accessories based in Somerset WI. Kuryakyn Holdings LLC was also responsible for Mustang Seats an $11 Mil manufacturing of motorcycle seats plant based in Three Rivers MA. Accomplishments include:• Develop Finance department competencies. Met with staff to understand current state, clarified roles and set expectations. Implemented monthly close schedule and account reconciliation cadence. Implemented Concur to improve efficiency related to administration of expense reporting.• Worked with President to define monthly reporting package for both Kuryakyn and Mustang Seats. Worked with Mustang Director of Operations to implement manufacturing statement to track efficiency and productivity. Implemented Prophix consolidation software to produce standard financial reports as well as graphical waterfall charts to explain variances.• Implemented a new planning process to the Executive Leadership team complete with roles, responsibilities, and deadlines for submission. In addition to the 2020 budget, this process (supported by Prophix) was also used for several forecasts during 2019.• Worked with Vice President of Product Development to implement a financial review process for all capital projects. This process ensured we were focusing on projects that were projected to be profitable. It was also an important point of alignment across multiple departments.• Worked with the Sourcing Director to implement a weekly Open to Buy process to align sales and inventory purchases. This resulted in a reduction in inventory of $8 Mil (YE 2019 Inventory $11 Mil).• Worked with the Sourcing Director to support the transfer of $8 Mil of inventory to a new distribution partner. Ensured accurate representation on the balance sheet and reconciled the final Inventory.

Minneapolis

The Minneapolis plant packages healthy snacks, primarily nuts, seeds & trail mix on 8 productions lines. The plant utilizes several 3rd-party warehouses in its operations, either for storage, or additional services. The plant went live on SAP February 1st, 2018. Accomplishments include:• Implemented post SAP Go-Live close schedule requiring a thorough review of roles, responsibilities, and data sources. Transitioned AP function to a centralized corporate office.• Introduced data supported forecasts into weekly discussions with Sr Leadership. The utilization of Excel and Power Point charts and graphs enabled focused discussions pertaining to sales trends, operating efficiency, spending, at risk inventory, and capital projects.• Worked with plant operations director to establish production targets for each line. Attended all daily production meetings.• Implemented weekly cross functional review of aging inventory, reducing inventory write offs by $1 million YOY. This also increased awareness and visibility to the timing and quantity of raw materials purchased to avoid spoilage.• Coordinated the creation of the 2019 Operating Budget• Implemented cost controls to reduce spending by 50% vs Plan.

Golden Valley

Tennant Company is a $141 Mil manufacturer of a variety of commercial and industrial cleaning scrubbers and sweepers ranging in size from push behind, to larger vehicles (street sweepers). Manufacturing operations consisted of both assembly and fabrication. Accomplishments include:• Developed and shared actual production metrics with the operations staff in tier 4 production meetings. The increased visibility improved productivity from 61.0% in June to 65.4% in October.• Improved content of weekly review meetings with VP of Operations including a comprehensive scorecard, and visibility to sales orders generated, and production orders completed. Manufacturing variances in June were over $600k. By October Manufacturing variance was under $100k.• Developed and shared cost center spending reports with the operations staff weekly. The increased visibility and discussions reduced variable spending per earned hour from $61.56 YTD June to $60.74 in Q3.• SIOP Process Implementation – Teamed with operations leaders, materials manager & sales leadership to implement a SIOP process. (Very Early Stages)

White Bear Lake

Pentair is a $6 Bil company providing global filtration, water quality and device/control solutions. The Engineered Filtration business I was associated with generated about $80M in sales annually (Medical $15 Mil, Industrial $15 Mil, Oil & Gas $50 Mil). I was responsible for 2 plants, one in White Bear Lake MN, and one in Conroe TX. Accomplishments include:• Represented finance during implementation of JDE. Calculated rates and assisted with BOM creation, created reporting, and was involved in numerous cross functional discussions during implementation.• Implemented weekly business review meetings with leaders in operations, sales, engineering, and human resources. Communicated agenda and presented financial information including sales trends, variance explanations, operations productivity, and new product updates. These meetings were instrumental in aligning the leadership team.• Worked with plant leadership to create annual budgets driving improvements in safety, quality, on-time delivery, cost, and inventory. Partner with R&D, marketing, and sales to create cost center budgets.• Partner with operations to develop transformation plans defining funnel savings of $2.0M per plant resulting in annual gross savings of $0.6 Mil & net savings of $0.3 Mil• Partnered with engineering to justify $600k investment in hollowfiber production equipment essentially doubling capacity with a payback of under 2 years.• Team with lean managers & line supervisors to increase efficiency by establishing daily production targets.• Work closely with materials manager to implement a control count program to improve inventory accuracy related to high volume movement of materials in the plant(s).

Manufacturing clients: responsibilities included coordination of month-end variance explanations and providing budget support for facilities in Minneapolis and Europe, ensuring accuracy of commission payments, implementation of payment controls & creation of templates for product, channel, standard cost budgets.Distribution clients: responsibilities include management of accounting staff and the monthly close, coordination of accounting divesture activities, preparation and review of monthly financial statements.Retail clients: responsibilities included oversight of accounting staff, analysis and presentation of unfavorable freight expense, budgeting support for inbound and outbound freight, reconciliation of complex G/L accounts.

Agriliance was a $4 Bil fertilizer and pesticides distributor based in Inver Grove Heights, MN.(Sep 2004 – Feb 2005) Operations Fuel Delivery Manager(Jan 2003 – Aug 2004) Finance Operations Controller(Feb 2002 –Dec 2002) Financial AnalystAccomplishments include:• Coordination of the accounting close process, review of account reconciliations and month-end adjusting entries, standard cost change oversight, coordination of physical inventories. • Partnered with operations to develop warehouse reporting scorecard and improve procedures between the operations and accounting. • Worked closely with IT staff to implement process improvements and resolve costing issues impacting financial statements.• Sat on IT steering committee to prioritize limited IT resources and coordinated report requests for both external and internal audits.

Best Buy Company is a $20 billion consumer electronics retailer based in Bloomington, MN.Mar 1997 - Jul 2001) Planning Manager(Feb 1994 - Feb 1997) Inventory Manager(Jan 1991 – Jan 1994) Inventory Control Supervisor(Jan 1989 – Dec 1990) Staff AccountantAccomplishments Include:• Implementation of a Financial Planning System called Arthur Planning which sat on top of Essbase. The System was used from planning and reporting actuals vs forecast each week, managing Open to Buy purchases, and used for the annual planning process.• Business Project Lead for implementation of an inhouse plan-o-gram space planning system designed to 1) administrate and coordinate a 9-13 week advertising planning process, and 2) maximize gross profit considering vendor funding and the cost of incremental inventory and floor space.