Mats Nygren Email & Phone Number

Reno, Nevada, Us

Bothell, Wa, Us

Bothell, Wa, Us

Woodinville, Wa, Us

Responsible for all budgeting / forecasting and reporting, overseeing closing of the books and worldwide consolidated reporting. In charge of Accounts Receivable, Accounts Payable and for providing on-going business partner support for Marketing and R&D. Supervised a team of 17 employees.• Coordinated and updated existing budget process. As a result the annual budget was completed well ahead of deadline while subsequent unexpected changes were handled more easily thanks to the streamlined process.• Evaluated take-over proposal of one of Precor’s key dealers. Built valuation model to assess value and made recommendation not to pursue an acquisition based on the required price premium and lack of strategic fit.• Instituted a new process and a standardized format for all account reconciliations and documentation. This drew several positive comments from the auditors and facilitated a much smoother audit process.• Supported R&D and Marketing with financial modeling, project management and portfolio support. Developed a fully allocated resource model to highlight the true cost of each project. This helped the organization better understand the trade-offs between different projects, resources and spending constraints.• Led the modeling and analysis for the phase gate review of the largest project in company history. Helped the steering team understand the ranges of the expected return by modeling several scenarios to incorporate the uncertain economic environment and the impact of the new products.• Refreshed and communicated company credit policy to the sales team and key customers to gain their buy-in. Reduced the past due balance by 40% while maintaining flexibility for customers with financial challenges.

Woodinville, Wa, Us

Concurrent with Director of Finance position. Directed all financial activities of Precor and was the financial liaison with the parent company, Amer Sports. Served as the Secretary and finance lead of the Precor board meetings with Amer Sports. Led a team of 22 members.• Selected by Senior Leadership for the role of acting VP of Finance with the departure of the previous VP.• Led company through a difficult recessionary period and established a contingency plan of $6M in response to the uncertain economic environment. The plan helped mitigate some of the shortfall later in the year.• Initiated an extensive gross margin review which uncovered several issues. This helped address the decline in gross margin and led to a larger project that improved tracking by incorporating previously hidden costs.• Redesigned the monthly governance reporting package to provide more insightful and intuitive reporting. The new reporting package received positive feedback from the CFO of Amer Sports.

Minneapolis, Mn, Us

Finance business partner responsible for financial planning, analysis, modeling, budgeting and reporting. Managed the closing of the books and managing program/project support. Managed a team of five professionals.• Assumed responsibility for supporting R&D at the end of budget cycle. Initial assessment of proposed plan led to a re-evaluation of existing project plan roll-up. The new roll-up exposed a $2.5 million gap in the project plan vs. target and consequently forced the organization to de-prioritize two projects.• Developed new R&D project reporting and tracking by utilizing previously unused module in SAP. Also established new time reporting tracking of all R&D resources. New reporting enabled VP and project managers to better prioritize critical project needs and understand project expenses and resources better.• Established database to standardize sales reporting for WW markets achieving better tracking of ASPs and sales performance. These standardized segment and product reports became key resources for driving strategic and tactical decisions.

Minneapolis, Mn, Us

Member of the Commercial Business Unit (CBU) leadership team. Responsible for all financial support for the CBU including P&L analysis and reporting, annual operating plan, closing of the books, budget management, financial modeling, analysis and pricing. Managed a department of five people in the area of accounting, financial analysis, pricing and contracting.• Built a new strategic and annual operating plan model to assess the financial impact of various strategic and tactical initiatives. The model became a main tool for many key decisions.• Established a new reporting package for the CBU. Package addressed key financial measures of the Business Unit such as product and segmentation analysis, solution attachment rates but also included financial statements and budget/spending analysis.• Maintained pricing guidelines through continual pricing analysis and daily involvement with sales management. Also heavily involved in contract negotiations approving pricing and contract terms for any pricing/contract exception opportunity.• Designed and implemented deferral accounting for the Commercial Business Unit’s solution/service business.

Minneapolis, Mn, Us

Established a new pricing process to address overall price erosion and pricing inconsistencies. Also responsible for product pricing, contracting and negotiating for individual accounts, distributors, national accounts, government and solutions/systems product offerings. Supervised a team of three analysts.• Created a new pricing process that included product/segment pricing strategy, pricing/contracting review and approval, and reporting and compliance analysis. New process allowed us to institute a more value oriented pricing approach leading to higher average sales prices and an overall gross margin improvement of 2 percentage points.• Drove the re-positioning of a major product offering reducing the number of configurations from over 500 to 3 basic offerings with optional features for a maximum of 32 standard configurations. The top 5 standard configurations ended up representing over 95% of this product’s mix. Also established new value based pricing guidelines for the standard configurations and developed new reporting to track pricing trends. • Coordinated a new bundling approach for the Commercial Business unit product offering that shifted the customer’s focus from component pricing to the value of the overall package of services. This initiative helped drive a 40% growth rate in the commercial business segment.

Minneapolis, Mn, Us

Mba, Finance

Ba, Economics/German