Mark Malone Email & Phone Number

Horsepower Automotive Group is a PE backed collection of Automotive Aftermarket companies that specialize in Offroad bumpers and accessories for the Offroad enthusiast.

Simplicient is an LLC I set up for Financial and Operational consulting and mentoring for local early stage or lower-to-middle market companies. Focus areas have included financial modeling, budgets and forecasts, cash management and accounting best practices. The results have helped companies strengthen their control environment, improve its cash management and raise funds.

Eden Prairie, Mn, Us

Private Equity based holding company for multiple contract manufacturing and assembly companies with revenues of $150 million and 800 employees.Led the financial due diligence and post-acquisition integration for 4 entities acquired over 19 months. Responsibilities included coordinating the Quality of Earnings analysis, financial modeling, bank debt origination, and insurance and benefits diligence. The platform is currently a scalable $7 million EBITDA concern with pro forma revenue of $150 million and 800 employees.Created and coordinated the financial models for 2 bank debt originations and a subsequent consolidated refinancing for a $30 million combination of term debt and an ABL. Implemented a cash management model that generates a 13week cash forecast and visibility to issues 12-18 months in advance.Restructured the accounting and finance organization to establish controllership functions, FP&A/Reporting protocol, treasury and cash management protocol, and cost accounting. The result is a centralized group supported by on-site controllership.Established facility level working capital KPIs and protocol that has led to improved accounts receivable and inventory metrics. Net working capital improvement was 15%.Sponsored an ERP Needs Assessment that mapped requirements across 5 manufacturing entities and multiple systems. The result is a priority map of activities needed to move to the selected single ERP system.Facilitated the annual renewal for the consolidated commercial insurance package, participated with discussions regarding annual group health renewals and chair the 401k committee. The result is a common insurance approach across the platform.

Sewell, Nj, Us

Functional responsibilities for Accounting and Finance, IT, Manufacturing and Warehousing, Risk Management, Benefit Plans, and a member of the Board of Directors.KEE is a Private Equity held platform of 5 companies. Established in 2006, it became the largest global paintball company in what has been a declining industry segment within sporting goods/consumer packaged goods. In July 2015 KEE was sold to another PE backed Paintball company named GI Sportz. Peak revenue was $120 million with a headcount of 400 employeesHelped facilitate the sale of the company by generating all financial due diligence and coordinating and reviewing the operational and legal due diligence. Managed the company through the Q of E review with no price adjustments. Further participated in collaborative discussions regarding negotiations of key deal points.Improved GP percent 3.2% in four years through a KPI driven focus on sku management, higher margin new products, manufacturing continuous improvement initiatives and disciplined sales programs.Reduced operating expenses $5.6 million over 4 years. This was accomplished by deeper systems integrations (4 in total), headcount reductions, settling legal issues, and allocating future spending to high margin product and brand initiatives.Kee did not have a traditional bank line of credit; it financed its own operations and borrowed money from its PE sponsor for agreed upon strategic investments. Over the last 5 years it has paid down $12 million of seller obligations while staying current with its vendor community.Enhanced the working capital profile by establishing a sales driven sku level demand forecasting model. The results were lower working capital requirements over a period of declining sales.Lead point of contact and responsibility for commercial insurance, group health and benefits insurance, 401k plan administration, taxes, and areas of compliance (ie., cyber security, export compliance, employee conduct).

Functional responsibility for Finance, IT, Warehousing, Supply Chain, Customer Service, and the Canadian, Miken and deBeer business units. Direct reports at the Director and VP level ranged from 8 to 12.The Team Sports Platform is a multi brand platform that rolls into the Outdoor Solutions reporting segment of Jarden, a $5.4 billion multi brand publically traded company.Lead Senior Executive for all Finance and Operations activities. Also coordinated and made decisions on contractual and legal issues, M&A reviews and recommendations, and sales program approvals.Participated in establishing 5-year strategic plan that leverages all aspects of the Platform to improve EBITDA margins from 9% to 15% of sales.Led multi-functional team that integrated three transactional and operational platforms into one, combined warehouses, and consolidated sales staff. Realized annual EBITDA impact was $4 million.

Functional responsibility for Finance, IT, Warehousing, Supply Chain, R&D, Customer Service, and the Canadian, Miken and deBeer business units. Direct reports ranged from 7 to 12.Established guidelines for annual 3-year strategic planning process requiring coordination of goals and objectives between R&D, Sales, Operations, and Marketing. Operating income target was established at 10% of sales.Sponsored Warehouse Management System implementation at Rawlings’ main warehouse. System increased warehouse throughput during peak seasons and lead to 12% compounded savings since 2006 or $800,000 in 2009.

Functional responsibility for Finance, IT, HR and Warehousing; Direct reports ranged from 7-10.Participated in integration of Worth Brand ($55 million) and Rawlings Brand ($155 million) into Team Sports Platform. New structure maintains Brand management while utilizing common back office structure. Administration savings were $2 million.Performed due diligence and participated in negotiations for 3 acquired companies that added $15 million in sales and $4 million in EBITDA.Recommended and implemented Product Line Profit Management that led to immediate inventory improvements of $6 million and senior and middle management empowerment over product profit decisions.Participated in final compilation of plan to shift bat production to China. Move increased margins by $2.5 million.Hired HR professional that led to development of divisional bonus plan, annual evaluations, job and salary grading, standardized hiring practices, new employee manual, and roll out of new benefit package.Established culture of user ownership on all MIS projects, which resulted in enhanced understanding of systems capabilities, customer focus within MIS group, and documented paybacks on significant projects.

Chicago, Illinois, Us

Finance Director for the Team Sports division from 1995 to 2001; Golf division from 2001 to 2003

Oversaw accounting, HR, and MIS functions. Performed strategic business reviews for acquisition targets and internal investment opportunities ranging in size from $700,000 to $23 million. Board reports encompassed market assessments, competition, management capabilities, capital requirements, and pro forma financial analysis.

Managed Company’s $8 million credit facility. Directed selection and implementation of new enterprise system. Directed activities of accounting department of five.

New York, Ny, Us

Staff auditor for 8 years. Started as an Assistant Auditor, and promoted several times to Senior Manager.