Robert Grimm Email & Phone Number

Ann Arbor, Michigan, Us

Ann Arbor, Michigan, Us

Middle market Family Practice portfolio company engaged in metal impact & plastic injection molding manufacturing.700+ associates, seven manufacturing plants, As this unit's top financial leader, provide financial stewardship, strategic direction, and business partnering services to this portfolio LLC. Direct oversight of centralized finance & accounting services. Responsible for treasury, compliance, and strategic development

Woodstock, Il, Us

Accountable for Finance & Accounting, Treasury, Strategic Development, External Reporting & Advisory for this Market leader in cost-effective, high-performance precision engineered components used across a broad range of industries, mostly servicing highly-regulated defense, automotive and aerospace markets. Additional oversight of IT, Supply Chain, & Human Resources.

De Leon Springs, Florida, Us

Have Corporate oversight of all business segment controllers with over $400 million of revenue responsibility of this public company (SPA). Work closely with other senior leaders to drive growth and seek improvements in operational processes through strategy development & implentation. Coordinating financial planning, analysis and reporting, and annual audit. Develop financial operating reports, such as annual plans, quarterly forecasts, periodic reviews and updates. Develop recommendations for improvements in revenue growth or resource allocation. Responsible for the day to day effectiveness of general stewardship activity.

De Leon Springs, Florida, Us

Continuing to create value for Sparton as Director, M&A Analysis through the successfull signing and closure of 7 deals with an aggregate total of $130 million in revenue, which contributed 48% revenue growth during this period of time.

De Leon Springs, Florida, Us

Promoted to lead Sparton's 350 employee $73 million global manufacturing, design, & service organization. Grew revenue at a CAGR of 11.2%, gross margin CAGR to 64.0%, and EBITDA from BE to 8.2% over my tenure. Results were achieved through the execution of a multiple year turnaround plan.

De Leon Springs, Florida, Us

Site leader for Sparton's 200 employee $40 million North American manufacturing, design, and service organization. Developed, implemented, and advanced a near term strategic post closure integration plan resulting from FY2009 North American facility closures. This plan returned operations to profitability through the advancement of:-Environmental, Health, and Safety (EHS) via talent acquisition, proactive potential accident recognition (PAIN program), risk assessment management, near miss accident investigations, automotive 8D accident investigation tools, and robust environmental management program.-Quality through implementation of APQP automotive product launch methodology, moving quality to the source, layered auditing, corrective action process, and process based management techniques.-Manufacturing planning, materials management and delivery via implementation of Sales, Inventory, and Operations Planning (SIOP) program.-Organizational development to support strategy direction through six sigma/lean manufacturing education, hiring top talent in process controls, manufacturing management, EHS, SIOP, lean manufacturing, and human resources. -Continuous improvement culture which improved product margins, drove down costs, and enhanced business operating systems.-Collaborative interface with the customer’s functional groups of quality, engineering, purchasing and planning assisting in the improvement of on time delivery, inventory reduction, engineering change services, and contract management.-The development of long term growth strategy.

De Leon Springs, Florida, Us

Hired by Sparton Corporation, as part of their turn around team, to improve the financial performance of their Michigan circuit board manufacturing business unit. In addition, was tasked with managing the subsequent consolidation of this business unit’s assets to Sparton’s Florida manufacturing location, as a member of the Core Transition Team. Was successful in achieving assigned goals and objectives, while successfully transitioning over 100 Aerospace and Defense circuit card assemblies to Sparton’s Florida manufacturing facility. Assignment Highlights:-Reduced work order backlog by 70%, which contributed to 42% improvement in weekly revenue output. This was achieved by improving rolled throughput yield from 24% to 66%, improving internal scrap in excess of 25%, and reducing external PPM by 88%.-Reduced total labor component by 20% through the elimination of redundant activity and over site.-Reduced temporary outside labor needs by 97% due to internal throughput improvements and implementation of Sales, Inventory, and Operational Planning techniques (SIOP). SIOP tools contributed significantly to the improvement in On Time Delivery, from 11% to over 70% prior to plant closure.-Maintained a steady and contributing workforce through warn notification periods.-Performed multiple duties including: General Manager, Michigan Business Unit; Core Team Leader for Asset Transition Project; Engagement site leader for large contract disengagement.

Us

Led the turn around of two underperforming automotive supplier business units generating $25 to $44 million in annual revenue by:-Advancing Quality, EH&S, and Business Operating Systems by leveraging lean, six sigma, and industry best practices.-Organizationally developed the business units to support strategy direction, improve employee satisfaction, and provide for succession planning.-Established a CI culture improving product margins, driving down costs and enhancing business systems.-Championed enterprise wide key imperatives leading cross functional groups to consensus and program completion.-Increased revenue through organic growth and new market penetration.-Established positive and collaborative interface between division level and corporate functional groups: engineering, finance, human resources, quality, supply chain, and IT.-Led improvements in internal/external customer satisfaction by evaluating and improving upon needs through the "Voice of the Customer."-Core Team and Site Leader responsibility for the succesful closure and consolidation of two like business units.

Us

-Established cost center accountability to departmental managers through P&L and BS education of financial performance and the link to operational metrics. -Accurately forecasted Divisional financial projections by mentoring and coaching functional peers responsible for forecasting revenue, labor, cost of goods manufactured, and working capital.-Responsible for Division’s continuous improvement program resulting in excess of $5 million in cost savings. Projects included: labor reductions, margin management, supply chain management, MRO spending, energy, and administrative.-Developed integrated budget and forecasting models, which led to consistent achievement of financial goals and objectives.-Developed a strong finance team through cross training, educational opportunities, and elimination of non-value added functions.-Developed quoting model which accurately positioned the Division for new business awards. This model assisted in landing significant new business awards.

Us

Key financial leader of turn around team for $25 Million Automotive Manufacturing Supplier.-Established cost center accountability to departmental managers through P&L and Balance Sheet education of financial performance and the link to operational metrics. -Accurately forecasted Divisional financial projections by mentoring and coaching functional peers responsible for forecasting revenue, labor, cost of goods manufactured, and working capital.-Responsible for Division’s Supply Chain Function-Developed integrated budget and forecasting models, which led to consistent achievement of financial goals and objectives.-Developed a strong finance team through cross training, educational opportunities, and elimination of non-value added functions.-Negotiated long term raw material and energy supply contracts for electricity, scrap steel, copper, sand, and nickel. Contracts protected the Division’s from losses due to commodity pricing market swings.

-Negotiated financing instruments to support business expansion, increasing borrowing capacity, while enhancing banking and investment services.-Managed the Implementation of EDI systems with Home Depot, Wal-mart, and Lowes.-Managed conversion of a sophisticated MRP system electronically linking suppliers, logistics, and customers, improving supply chain management and enhancing customer service performance. -Developed and implemented vendor alliance program, reducing supplier base and significantly reducing inventory levels.-Negotiated the sale lease back of production equipment, generating several million in cash flow.-Reduced property taxes via inventory management. -Developed a strong finance team through cross training, educational opportunities, and elimination of non-value added functions.-Established cost center accountability to departmental managers through P&L and Balance Sheet education of financial performance and the link to operational metrics.

-Established a cross functional cost improvement team which led to annualized savings in excess of $2 million in cost savings.-Negotiated and secured financing instruments for the development of a new aluminum manufacturing facility.-Financial project manager for the successful completion of a 5 year, $15 million strategic capital expansion, while successfully negotiating 12 year tax abatements with the State of Michigan.-Developed, implemented, and maintained a standard cost system utilizing ABC techniques. This played a significant role in improving EBIT from 7% to 22% over a five year time frame. -Successfully negotiated electrical supply contract with American Electric Power. -Negotiated annual contracts with raw material suppliers, which secured positive material charge back margins to customers of 10% versus an historical margin of 2%.-Championed the conversion of two information systems. Wang 3000 to IBM system 36 main frame and IBM system 36 to PC based network.

Mba, Business And Human Resources

Bba, Accountancy

Business Teaching

Education record