Dag Cecchetti Email & Phone Number

• Implemented new Integrated Business Planning process, with cross-functional team, resulting in improved forecasting accuracy of 10% across all product lines. • Provided better response to new product launches through improved visibility and helped reconcile and create new assumptions regarding channel and product mix.• Created a venue to discuss what should be worked on, that created frequent opportunities for prioritization and alignment.• Strengthened linkage to manufacturing through involvement with product refreshes before traditional product handoff, as well as providing accurate unit forecasts, within 2% bias, enabling manufacturing to develop short term and long term sourcing and capacity strategies.• Aided in resolving conflicts of functional interests, by showcasing the best solution that had the greatest benefit to the company.

• Started a new 175,000 sq. ft. manufacturing facility in the interior of Mexico. Created financial model, led site selection process, managed transition of US based manufacturing and adhered to $3M+ capex budget for project. Delivered on time (eight months) and on budget, and delivered $5.4M in ongoing annual savings.• Led team launching a new 350,000 sq. ft. facility in Mexico. This was a multi-phase project that added additional manufacturing space for a rapidly growing product line, transitioned U.S. based component manufacturing closer to our Mexico facilities, and allowed us to insource some Asian manufacturing to allow greater supply chain flexibility. Budget was $21M and despite changes to original assumptions finished within 4% of budget.• Oversaw introduction of Automated Manufacturing System in Mexico. Developed to reduce training required and reduce errors for a high turnover workforce. Benefits of initial introduction saw benefits in reduced waste and quicker training times for new associates resulting in $3.4M of ongoing savings annually.• Led a day to day project management team consisting of 7+ direct reports, consisting of industrial engineers, manufacturing engineers and product managers. Supporting 8 manufacturing in the capital budgeting process (~10M annually), long term facility capacity planning as well as strategic planning for operations; whether transitioning product, insourcing manufacturing, or space planning for the manufacturing footprint.

• Effectively managed Wood blind and Faux Wood blind product lines across four distribution channels which contributed to 32% of company revenue or total sales of $156M. Responsible for the development/design, pricing, promotion, product assortment consistent with brand direction, forecasting, inventory management, plan utilization, presentation and profitability for the three product lines.• Successfully launched five product line refreshes, and one new product rollout, which contributed to a 6% sales lift in 2007, despite the declining market trend.• Created the marketing metrics used in the organization to evaluate project vitality.• Led a day to day project management team consisting of analysts and seasoned product managers.• Spearheaded a strategic change needed in the wood product line to improve quality.

• Launched 7 new products to market through internal development as well as engaging with new suppliers. Resulting increased market share and initial overall sales of over $30M• Created and developed New Product Development process for organization. That was adopted as project management process for all project work within the company. Focused on market feedback for design and commercial estimates of ideation in the “fuzzy front” end.• Created sustainable idea generation process to continually keep new product ideas flowing into the new product pipeline.• Lead a team of dedicated team of 5 engineers, industrial designers, and project managers to create process, launch new products into the market place, analyze market trend data and conduct focus groups.

• Led the Finance work of a strategic corporate initiative, focusing on growing market share 10% and profit from operations by $13.0M by vertically integrating a product line. • Designed Profitability Models that report business unit, product line, and customer profitability. • Measured profitability and performed all margin analysis for all product lines.• Spearheaded financial modeling of a $7.0M foreign manufacturing plant acquisition. • Completed an analysis of all components used in operations. Project focus encompassed manufacturing core competencies, factory overhead analysis, market pricing, and “value adds” from our operations.

 Led a manufacturing cost improvement team that generated $4.5 M in annual savings within one year. Responsible for management and maintenance of the standard cost system consistent with performance measurement objectives, including raw material, labor and overhead standards, bill of materials and routings. Reported and analyzed monthly operating results, profit forecasts, margins, cost of goods sold, fixed and variable spending and led annual planning process.