Kurt Denner, Cfp® Email & Phone Number

St. Louis, MO, US

Plymouth, MN, US

• Global Leader in painting technology with $500 million in revenues. Foundation ownership structure. Recruited by President, Americas due to ability to provide quick solutions and deliver meaningful information critical.
• Spearheaded initiative to compile accurate finance package with forecasts and cash analysis monthly for division president; completed project within two months including clear financial statements with comparisons and.
• Drove development of robust financial forecast process within first four months including product margin analysis, identifying risks and opportunities, leading contingency planning and implementing cash flow model.

Sparks Glencoe, Maryland, US

• Global leader of consumer, professional and industrial tools with $1.5 billion in revenues. Private equity owned. Recruited to develop and deliver transparent, clear financials for division. Built global finance team.
• Drove effort to develop comprehensive, accurate reporting that highlighted how each piece of business was performing globally on P&L including product line, customer and vertical reporting; new reporting led to.
• Managed development of three year strategic plan in collaboration with executive leadership team.
• Initiated refinement of financial presentation and structure for Power Tools Business Unit. - Developed fully allocated income statement highlighting key EBITDA performance issues within Europe and Asia; created.
• Upgraded finance function and improved bench strength organization-wide by focusing on hiring high performing, talented finance professionals; hired four new Controllers within six months of starting.
• Streamlined finance reporting across all offices shifting financial reports from multiple currencies to reflect one currency; led team in producing simplified package with real time information and consistent reporting.

Sparks Glencoe, Maryland, US

Sparks Glencoe, Maryland, US

Rümlang, Zürich, CH

• Global leader of commercial door technology systems with $1.3 billion in revenues. Privately owned. Promoted in 2011 when Dorma Americas CFO retired. Managed international finance team.
• Transformed IT & finance teams in US, Mexico and Brazil by recruiting more highly skilled and professional team members, centralizing offices from three to two and creating synergies in operations; saved $465,000.
• Dramatically improved financial outlook of division growing revenues 14%, increasing profit 107% and decreasing working capital percentage of sales by 1.8 basis points.
• Developed and led key strategic initiatives vastly increasing performance results. - Consolidated five legal entities into one based in US. - Drove development of organizational structure of executive team. - Partnered.
• With a more focused Brazilian team, re-engineered Brazilian operations from core production site to distribution site in collaboration with Area Operations Director. - Reduced operations costs $1.35 million, which led.
• Led due diligence, acquisition and integration of three strategic companies with total revenue of $50+ million, average EBITDA of 16% and effective ROI of 25+%.

Greenfield, IN, US

• Global leader of commercial wall division systems with $50 million in revenues. Privately owned. Managed Finance and IT teams.
• Spearheaded ERP system improvement reducing on-hand inventory $1 million and increasing stock turns 20%.
• Partnered with Operations Director on initiative to reduce operating expenses and improve processes. - Streamlined procedures and improved reporting which reduced departmental spending and warranty claims $750,000..
• Enhanced internal procedures, resulting in significantly improved internal audit ratings.
• Collaborated with Director of Sales on strategy to improve web-based sales forecasting. - Developed web-based product sales configurator. - Improved method for tracking quotes and distributor sales targets that.

Westfield, IN, US

• Privately held, global leader in vehicle safety systems with total annual revenue of $130M. Directed the finance team of 10 employees within a 225-employee company. P&L responsibility for North American and England.
• Partnered with the Director of Operations to improve the costing systems for global operations. Simplified the ABC costing method, which improved efficiencies (GP +1.25% sales). Developed a comprehensive variance.
• Partnered with the VP of Sales on key initiatives. Developed the NPV financial analysis for a 6-Sigma program that saved $1.5M of over four years. Set ROI threshold at 20% for approval. Mitigated over $2.0M of higher.
• Re-engineered the accounting processes and staff structure. Improved the monthly close from 30+ days to 5. Improved collections by implementing a structured and rigorous credit review process. DSO improved by 20% (8.
• Developed a comprehensive one-page KPI matrix to aid decision making. This enabled a clear understanding of the financial value for manufacturing facilities in England and Mexico (Maquiladora).
• Served on the leadership team for the Oracle ERP implementation. Implemented the project tracking module.

London, GB

• World leader in Computer and General reference books with annual revenue of $425M. Directed team of analysts encompassing Sales Analysis and Reporting, Forecasting, Pricing, Competitive Analysis, Sales Commissions and.
• Developed a method to track and analyze key national account sell-through and inventory positions. Book returns from distribution were reduced by over 20%.
• Partnered with Vice President of Sales to develop a competitive analysis, which identified key pricing and go-to-market issues. Actions taken improved key book edition sell-through.

Purchase, New York, US

• Responsible for six manufacturing facilities and 30 co-packers with annual revenue of over $2.0B.
• Developed a new organization structure to facilitate the manufacturing accounting for a new acquisition.
• Performed a special assignment for 3 months at a newly acquired plant to establish controls and procedures.

Purchase, New York, US

• Responsible for two subsidiaries with 5 manufacturing facilities with annual revenue of $129M.
• Assumed responsibility for the implementation of new business software after the Information Systems manager resigned. Established a team oriented approach and developed a detailed project plan.
• Developed a risks and opportunities analysis during 1992 and 1993, which lead to achieving financial commitments.

Purchase, New York, US

• Responsible for manufacturing facilities with annual operating costs of $67M.
• Performed the financial and IT integration for a new acquisition. Developed variable and fixed cost tracking and reporting systems, saving over $3.9M in cost improvements. Received a company achievement award.
• Provided leadership for a plant wide involvement/incentive program that improved quality, reduced waste, and improved efficiencies. Recipient of a special recognition award from upper management for leadership.

Purchase, New York, US

Held previous positions with The Quaker Oats Company.