Daniel Mcintyre Email & Phone Number

Irvine, California, US

• Full P&L responsibility for the five authentic brands under the House of Rohl portfolio.
• Responsible for over 100 direct employees and 70 indirect sales agents.
• Developed and executed strategic plan to consolidate the five newly acquired brands under House of Rohl umbrella. - Restructured and integrated three discrete organizations into a single operating Company..
• Developed regional market strategies and customer joint business plans designed to maximize programming impact and business results.
• Launched the House of Rohl with the largest kitchen and bath showroom dealer in the United States.
• Organized continuous improvement initiatives that reduced non-value added spend by $3.0M annually providing fuel for growth.

Irvine, California, US

• Responsible for all finance, information technology, procurement, distribution and customer service operations for the House of Rohl with over 50 direct employees.
• Developed consolidated point of sale reporting system, combining multiple internal system and external customer reports into a single source of truth to ensure maximum visibility into results.
• Reduced DSO by 15 days generating over $1.0M in Working Capital savings.
• Reorganized customer service department improving grade of service from 85% - 97%.
• Increased display manufacturing output by 400% with static headcount by implementing single piece flow.
• Redesigned systems and procedures to ensure compliance with corporate control requirements.

Rancho Cucamonga, California, US

• Responsible of all accounting operations including: Financial Reporting, Financial Planning & Analysis, Audit, Internal Control Systems, Accounts Receivable, Accounts Payable, and Payroll. Managing a team of 16 employees
• Streamlined management structure to reduce nonvalue-added middle management positions
• Implemented Management Reporting Analytics for Contribution Margin by Customer / Brand / Product Category, with additional reports to improve department spending visibility for all managers
• Deployed KPI metrics for all department functions and implemented employee objectives and quarterly performance evaluations
• Integrated ERP system with Online Banking to improve process accuracy and posting efficiency of all treasury related transactions

US

• Responsible for a team of five management level employees, overseeing internal logistics, shipping, receiving, planning, and procurement. With direct line of sight for +40 employees
• Direct $80M annual budget, including both material cost management and headcount
• Executed reorganization of all functional areas
• Championed and managed highly visible Six Sigma umbrella project to improve total supply chain performance: planning, inventory control, and procurement
• Redesigned the logistics and planning process and systems (SAP) to enable more efficient transaction flow (fewer transactions /process steps) allowing department headcount reductions of $0.7M annually
• Developed and implement basic KPI packages to track: on-time delivery, line of balance, turns, past due PO reporting, inventory accuracy, dock time, etc

US

• Directed the work necessary to restate the 2010, 2011, 2012, and Q3-2013 financial statements for the SGL Group, which was necessary due to the misapplication of accounting principles at HITCO
• Re-implemented the SAP system for financial reporting, project management and controlling purposes
• Developed standard reporting package (profit and loss, cash flow, and cost per unit of measure) for each of the 26 unique product lines produced and sold at HITCO creating the visibility necessary for other senior.
• Created “Hourly Balanced Scorecards” to track the efficiency, quality and safety performance of all direct employee’s in the facility
• Redesigned the financial closing process, reducing the closing timeline from over seven days to three days
• Designed new cost center structure and activity based costing system for all product lines

US

Wiesbaden, Hessen, DE

• Utilized Six Sigma methodology to improved the utilization of our key raw material by over 20%, reducing material cost by $1.2M in 2011 and removing the raw material as the plants production constraint
• Designed and implemented supply chain management planning system utilizing Six Sigma methodology which increased capacity by 25%, improved on time delivery, enhanced material visibility, and increased inventory.
• Generated outlets for byproducts and scrap materials producing over $2.1M in revenue over a two year period
• Reduced plant scrap on key production parts by investigating “true” customer requirements, net effect was a reduction in scrap rates from over 25% to less than 8% for savings of $0.8M over a two year period

Wiesbaden, Hessen, DE

New York, NY, US

Mba

Bs, Accounting

Education record

Education record