D. Eric Shelly Email & Phone Number

Wichita, Kansas Metropolitan Area

Provide leadership to 15-person Finance staff; work with Information Technology, Human Capital, and Operations to provide a seamless service delivery to both internal and external customers. Participate in Leadership Team and Board Meetings providing financial perspective to aid in decision making.• Combined two distinct Finance staffs into a single “shared service” group which supported all family business interests.• Managed staff through a 15% reduction in force without a deterioration in customer service while maintaining staff engagement. Maintained reduced staffing as business grew from $50 million to current level.• Finance role includes tax compliance for both domestic and international operations.• In addition to supporting RedGuard operations role has expanded to include financial leadership for real estate and equipment leasing.

Provide economic leadership for manufacturing group; responsibilities include period end close, project bid vs. build analysis, calculated work center rates, capacity planning, and ad hoc analysis. Direct supervision of Manufacturing Accountant.• Developed monthly manufacturing accounting package to communicate department performance to Executive Leadership Team and Advisory Board.• Lead manufacturing due diligence team on $25 million acquisition target. Identified & quantified EBITDA adjustment for price negotiation.

Oklahoma City Metropolitan Area

Manage five client service delivery groups, with total staff of 15 (11 Direct and 4 Indirect) Managed client relationships; ensuring service delivery standards met or exceeded. Conducted regular reviews of service delivery with client. Portfolio includes company defined strategic client.• Stabilized current delivery and implemented process improvements to ensure delivery standards.• Upgraded staff by setting expectations and measuring performance.

Wichita, Kansas Metropolitan Area

Responsible for strategic leadership of enterprise Finance (seven direct reports and total staff of 30) and Information Technology (three direct reports and total staff of 16) departments. Report directly to COO with dotted line reporting to concept executive leadership.∞ Eliminated project backlog by formalizing project management processes and reinstating a change control system for Information Technology department.∞ Lead Business Intelligence Tool implementation which integrated three separate data streams into a single data warehouse and placed the information on end user desktop.∞ Reduced labor by 27% by redesigning processes and completing staff rationalization and role definition.∞ Cut $750,000 of capital spending by outsourcing IT Data Center. operating costs fixed at current levels for three years while adding business continuity and disaster recovery functionality.

Managed four client service delivery groups, each lead by a client controller and supported by staff accountants and clerks. Managed client relationships over life of each client contract. Conducted regular reviews of service delivery with client and monitored processes to ensure all contractual obligations were met. Client portfolio included the three referenceable clients in the Wichita Center portfolio, one of which was classified as a Diamond Level client.∞ Reduced service staff by 20% and decreased closing time by 30% while exceeding client expectations.∞ Completed process documentation and review utilizing Six Sigma management tools, resulting in a 75% reduction in errors. ∞ Provided technical GAAP leadership for a multi-entity (30 ledgers); multi-currency (8 reporting and 32 transactional); multi-level consolidated financial reporting project that eliminated manual off-line reporting tools and reduced closing cycle from 10 to 7 days.

Responsible for all aspects of accounting including financial and cost accounting. Delivered internal and external reporting on a monthly basis, including quarterly lending compliance. Became senior financial leader for Park City operations when acquired.∞ Provided financial leadership for a struggling enterprise, resulting 300% increase in enterprise sales price. ∞ Drove company performance improvement by developing metrics to monitor direct labor utilization.∞ Developed cash forecasting tool that was integrated with production scheduling, billing system and accounts payable. Initiative accounted for improvements in production and sales and provided what-if analysis.