Kenton Gray Email & Phone Number

Woodstock, Georgia, United States

At ProCFO, we're not consultants – we're strategic, full time CFO's to our client companies and dedicated partners to the CEO focused on strategically accelerating your company's growth. As the first true firm in this space, we offer deep industry expertise and tailor our CFO assignments to your specific needs. Our mission is clear: to Build, Manage, and Lead your strategic financial functions, delivering long-term value without the constraints of lengthy contracts and full-time financial commitments.

Woodstock, Georgia, United States

I help businesses understand drivers to becoming more profitable by using my business and finance management expertise, problem solving skills, strategic planning, creativity, communication and employment development skills.Who I am: High energy, smart, humbleWhat I value: Excellence, Integrity, CollaborationWhy choose me:-Experienced, business leader with great financial acumen-Communicator with strong written and verbal skills-Problem solver, understanding and experience solving real business problems-Proven, excellent track record of delivering results and managing P/L's -Leader and Collaborator, experience working with and leading teams

Thomson Georgia

Responsible for the modernization of all business processes, developing strategy for chemical supply chain and assessing future growth strategy (M&A, Organic, Licensing) of the company. - Grew Licensee sales by 15% increasing brand awareness and employing improved marketing and product intelligence.- Secured long term contract renewals while facing intense competition and developed new business emphasizing the company’s value proposition. - Implemented cost control strategies resulting in the reduction of annual expenses of over $1M a year across 10 plant sites.- Saved over $200k annually in chemical spend through strategic supply chain negotiations and improved vendor relations.- Implemented and led several employee related initiatives including employee development plans, wage and compensation models, turnover metrics and incentive plans increasing employee retention and satisfaction.

Greater Atlanta Area

Responsible for leading Sales, Marketing, Technical Services and Product Management teams with additional dotted line responsibilities for finance, HR, EH&S, Operations and R&D. Full P&L responsibility including sales, COGS, SGA and EBITDA.-Restructured organization and collaborated with team to build a strategic plan to increase focus on sales growth, increased product pipeline development and improved commercialization process of new products.- Increased sales by $20 million by leading industry standards change designed to improve product performance resulting in increased preservative chemical sales. - Led big box business development and captured significant new business using a Go-To-Market strategy to demonstrate various ways to improve big box store traffic and drive increase in store foot traffic and sales.- Utilized team building and communication skills to keep team focused and motivated in the midst of transition to matrix style organization and carve out of business for divestiture.

Atlanta, Georgia, United States

Recruited as part of executive management team to assist president in management of P/L, development of global business strategy, cost reduction initiatives, financial reporting, compliance, budget management, analytics, forecasting, presentations, M&A, and working capital management. Responsibilities included overseeing Finance and Accounting functions in 10 countries with total direct reports of 9 professionals.- Led business through a yearlong divestiture process with Credit Suisse preparing Confidential Information Memorandum, Management Presentation and Virtual Data Room population resulting in 3 SPA proposals. - Guided business thru financial crisis of 2008 by implementing cost control measures including reductions in SG&A from 20% to 17.5% of sales. - Improved financial management with development of Direct Cost Profit and Loss statements to enable business to evaluate contribution down to EBITDA line by product segment. - Improved Days Sales Outstanding from 31 days to 28 days by implementing strict adherence to credit and collections policies, working with customers to ensure firm payment plans. - Led reduction in global working capital from 12% to 9.5% with emphasis on improved DSO, consigned inventory programs and vendor payment management. - Implemented global copper hedging program to minimize forward risk of copper purchases while maintaining flexibility to recover cost increases on an annual basis.