Gary Lorenz Email & Phone Number

Grand Rapids, Mi, Us

Weinheim, De

Holland, Mi, Us

Grand Rapids, Mi, Us

Grand Rapids, Mi, Us

Grand Rapids, Michigan, Us

Grand Rapids, Mi Usa, Us

Walker, Mi, Us

Grand Rapids, Michigan, Us

Intimate knowledge of office furniture dealer business systems including human resources, financing sources, working capital, performance management, automation tools, dealer compensation programs, financial reporting, stakeholder alignment, strategic planning, budgets, valuations and transitions, industry benchmarking, aligned vendor expectations, work order and accounting systems.

Grand Rapids, Mi, Us

to 2009A leading office furniture dealership with 5 sales and distribution facilities in the state of Michigan.; Spearheaded an initiative to improve profits and cash flow by reducing operating expenses, restructure facility leases and improved average collection ratios.Developed a ten day month end closing cycle along with quarterly, six month and annual rolling forecast.Created an IT team to support 80 employees and a statewide systems infrastructure.Served on a North America Dealer Advisory Committee formed to develop next generation business software.

Direct the financial management and provide leadership for 11 Herman Miller (HMI) owned office furniture dealerships that generate $260M in annual sales. Management oversight includes a $44M annual expense budget and $80M in assets. Manage an 11-member team including accounting staff, controllers and VP of Finance. Serve on the Finance, Distribution and Operations teams.Spearheaded an initiative to improve profits and cash flow by reducing operating expenses, restructure facility leases and improved average collection ratios of the HMI owned dealer network.Developed and published financial and operational benchmark statistics highlighting best in class results of sales volume, margins, operating expenses, cash flow results to improve the overall performance of the HMI owned dealer network.Supported a dealer valuation and divestiture strategy which included due diligence, letters of intent and valuation resulting in the sale of two HMI owned office furniture dealers and two business units resulting in a $5.9M reduction of annual expenses and $6.4M reduction of total assets.Organized and presented financial benchmark results of 39 HMI dealers representing $1.4B in sales volume focusing on best in class financial attributes of the high performance dealers. Created office furniture dealer valuation models from $2M to $10M to support the corporate strategy resulting in the divestiture of the HMI dealers.Led a cross functional team from both HMI and dealers to develop and implement a program resulting in the reduction of corporate aged trade receivables from $1.2M to $200K.Improved profit levels and reduced working capital in two HMI dealers by providing direct leadership to the controller function.Supported the transition of the dealer business operating system from Cadre to Khameleon, a system designed to improve dealer, operational and financial processes.

A leading $1.4 billion international manufacturer of furniture systems and seating for business and healthcare.

Directed all financial operations of the HMI dealer in Philadelphia generating $55M in annual sales. Leadership responsibility included a $10M expense budget, $15M in assets and five accounting staff.Led efforts to increase operating income from ($722K) for fiscal year 2000 to $312K for fiscal 2002 by establishing monthly sales forecasts eliminating headcount and program expenses and consolidating real estate facilities.Improved cash flow by reducing average DSO collection days 50% and reducing or eliminating vendor deposits by creating and implementing credit policies, setting weekly cash targets and improving the order entry fulfillment cycle.Reorganized the dealer into five functional business units resulting in improved profitability and cash flow.Developed and implemented a program to hire an HR manager who standardized job descriptions, updated the employee manual and administered the 401(k) plan.Created monthly/quarterly/annual plans for presentation to the board of directors.

Provided financial advice to senior management primarily in the area of dealer distribution networks. Earlier, responsible for the financial leadership of Milcare owned distribution business units, generating $100M in sales.Supported the transition of recently purchased dealers into a network of owned dealers with their own individual financial performance goals.Organized network training in financial models resulting in improved income and cash flow.Directed efforts to increase Economic Value Added "EVA" results by $2.9M from fiscal year 1996 through 1998.Led the HMI EVA Management System training for the entire owned dealer network.Organized the monthly, quarterly and annual financial reviews for all business units.Developed financial and key operational targets for business units.Improved profits by reorganizing and restructuring the business units.

Provided financial advice to senior management primarily in the area of dealer distribution networks. Earlier, responsible for the financial leadership of Milcare owned distribution business units, generating $100M in sales.Supported the transition of recently purchased dealers into a network of owned dealers with their own individual financial performance goals.Organized network training in financial models resulting in improved income and cash flow.Directed efforts to increase Economic Value Added "EVA" results by $2.9M from fiscal year 1996 through 1998.Led the HMI EVA Management System training for the entire owned dealer network.Organized the monthly, quarterly and annual financial reviews for all business units.Developed financial and key operational targets for business units.Improved profits by reorganizing and restructuring the business units.

Bsba, Business/Accounting

Education record

Gen, General