Joe Appelmann Email & Phone Number

Established strategic direction and performance expectations after Wolseley, plc, decided to sell majority stake in business in early 2009. Led roadshow that showcased business and long-term opportunity to various Private Equity groups. Directed COO, CFO, General Counsel, Sr. VP HR, Sr. VP of Marketing, Sr. VP of Logistics, VP of Sales, and Director of residential flooring business.Led company through sale of 51% ownership and successful Chapter 11 filing during worst housing recession since World War II. Secured majority buyer for business and closed deal in May 2009. Sold non-core residential businesses and utilized funds to expand business via acquisitions in Houston, Texas and Arkansas - established company as #1 Lumber and Building Materials dealer in those markets.

Strategic Planning & Execution/Acquisitions & Cash Flow Optimization/Organizational Development

Led daily operations ensuring attainment of financial targets, associate development, and adherence to Sarbanes-Oxley. Managed four regional Vice Presidents at beginning of residential housing decline with $3.6B in sales in 2007. Served on Harvard Joint Centers for Housing Policy Advisory Board. Reported to President/CEO. Closed 42 non-performing locations and reduced workforce 15% increasing profitability and operations streamlining.

Directed Sourcing and Logistics operations during period with revenue of $5.1B, 363 locations in 35 states, and 19,500 associates. Managed COG spend of $3.7B and sourced products from North America, South America, and China. Led 175 associates spanning 10 region purchasing office, 4 regional distribution centers, and centralized Senior Buyers and Logistics team.Implemented new vendor terms and added six days in Payables metric improving cash collection cycle.Broke $200M level for vendor rebate program and reduced transportation costs $500K via back haul and mill direct pick programs.

Ensured successful financial performance within West Division of Stock Building Supply. Managed three Regional Managers and Director of Manufacturing. Key player within two acquisitions and assumed leadership post retirement of; Grew business to 2,450 associates with $850M in revenues and EBIT of 6.8%. Decreased inventory $13M, revamped credit policy, and reduced bad debt expense by $1.5M. Closed six locations and refocused business on new residential construction segment. Directed implementation of ERP system for West Division delivering conversion ahead of schedule by five months saving $1M in redundant IT costs.

Recruited to lead standardization and utilization of best practices across multiple manufacturing operations. Led three direct reports and managed financial performance within all plants. Served on Board of Wood Truss Council of America.Standardized business unit operations post acquisition of multiple roof and floor truss plants, wall panel plants, and door and window assembly operations. Consolidated truss plate purchase to sole source arrangement saving more than $1M in procurement costs. Led door and window plant conversion to new single source vendor saving $2.5M. Selected and led implementation of single IT platform for truss engineering design, plant operations, billing, and inventory control.

Managed 130 team members within Finance and Credit operations for combined businesses. Directed Corporate Controller, Director of Credit, and Director of Financial Planning. Co-chaired selection committee for new ERP system and successfully presented system to Board for funding approval. Key player and co-chair on ERP system implementation team. Reported to CFO.

Developed and executed strategy for wholly owned subsidiary of Stock Building Supply in collaboration with President and senior management. Managed Accounting, Credit, and IT operations with 3 direct and 60 indirect reports. Reduced closing cycle to 3 days from 20 days. Selected and implemented new IT platform and implemented financial control environment that passed audit review. Assisted President within acquisition of new businesses in Minneapolis; Reduced month end closing cycle by 15 days. Managed accounting systems, financial controls, budgets, cash flow, and financial reporting. Ensured financial due diligence for target acquisition companies.III. EDUCATION SECTION

Amp172, Business Management

Ba Accountancy, Accountancy

Degree: B.A, Accountancy

Advanced Management Program