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Robert Grimm is a loyal and highly experienced operating and financial professional, who has accelerated value creation for many companies over his career. Leveraging his strong operations and financial acumen, Robert is acknowledged for being particularly adept at surveying and assessing operating environments, deploying effective, ‘Best-in-Class’ mitigating solutions, that serve the needs of all constituents. Robert has applied his success formula in both private and public company settings, ranging in size from mid-caps with $600 million in revenues, to small caps; servicing automotive, industrial, aerospace, and defense markets. He is a true quick study, who wrestles the key performance drivers to the ground, and brings about immediate operating improvements.Robert’s success is anchored in a strong value system of performance excellence, high integrity, and long-lasting relationships. He fosters teamwork, collaboration, empowerment, and accountability. Just as important, Robert is a champion of and strives to ensure all associates are provided a safe and environmentally friendly place to work. Additionally, he supports and engages in Corporate Citizenship activity.MANUFACTURING | SIX SIGMA CERTIFIED• Highly steeped in intense, highly regulated medical, defense and aerospace markets• Deep expertise in both the manufacturing and finance functions, enables fast and very significant grossmargin improvements, while simultaneously improving service levels OUTSIDE DIRECTOR• Intense personal commitment to coaching senior management teams to deliver Best-in-Class performance enable Robert to bring an energizing and valued dimension to Boards. Not ‘another boss.’ Atruly here to help attitude makes him welcomed by management.Outside Director | Strategy | Operations | Lean | Sig Sigma | Leadership | Change Management | Chief Operating Officer | Aerospace | Automotive | Military |CFO | Turnarounds | M&AAtadiko@comcast.net | 847.450.3888 | www.linkedin.com/in/robertlgrimm
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Operating PartnerTrm Equity Feb 2023 - PresentAnn Arbor, Michigan, Us -
Operating PartnerTrm Equity Feb 2023 - PresentAnn Arbor, Michigan, Us
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Chief Financial OfficerThunderbird Manufacturing Llc Jan 2022 - Aug 2022Middle 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
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Chief Financial OfficerKelco Industries Jan 2020 - Jan 2022Woodstock, Il, UsAccountable 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. -
Director Of Finance - Business SegmentsSparton Corporation Oct 2015 - Jan 2020De Leon Springs, Florida, UsHave 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. -
Corporate Director - M & A AnalysisSparton Corporation Jan 2014 - Oct 2015De Leon Springs, Florida, UsContinuing 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.
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Vice President & General Manager Complex SystemsSparton Corporation Jul 2010 - Jan 2014De Leon Springs, Florida, UsPromoted 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.
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General Manager N.A. Ems DivisionSparton Corporation Jun 2009 - Jul 2010De Leon Springs, Florida, UsSite 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.
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General Manager - Jackson, Mi DivisionSparton Corporation Jan 2009 - Jun 2009De Leon Springs, Florida, UsHired 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.
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General ManagerCitation Corporation Nov 2003 - Aug 2008UsLed 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. -
Divisional Controller - IlCitation Corporation Oct 2001 - Nov 2003Us-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.
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Divisional Controller - TnCitation Corporation Jul 1999 - Oct 2001UsKey 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.
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Controller/TreasurerKvpg - Mossberg And Company Dec 1996 - Jul 1999-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.
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Corporte ControllerDock Foundry Company May 1988 - Dec 1996-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.
Robert Grimm Skills
Robert Grimm Education Details
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Keller Graduate School Of Management Of Devry UniversityBusiness And Human Resources -
Western Michigan UniversityAccountancy
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Central Michigan UniversityBusiness Teaching
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Three Rivers High School
Frequently Asked Questions about Robert Grimm
What company does Robert Grimm work for?
Robert Grimm works for Trm Equity
What is Robert Grimm's role at the current company?
Robert Grimm's current role is Operating Partner.
What is Robert Grimm's email address?
Robert Grimm's email address is rg****@****ton.com
What is Robert Grimm's direct phone number?
Robert Grimm's direct phone number is +184776*****
What schools did Robert Grimm attend?
Robert Grimm attended Keller Graduate School Of Management Of Devry University, Western Michigan University, Central Michigan University, Three Rivers High School.
What are some of Robert Grimm's interests?
Robert Grimm has interest in Teaching, New Technology, Learning, Continuous Improvement, Golf, Travel, College Football, Arts And Entertainment.
What skills is Robert Grimm known for?
Robert Grimm has skills like Six Sigma, Lean Manufacturing, Manufacturing, Supply Chain Management, Strategic Planning, Continuous Improvement, Performance Management, Organizational Development, Contract Management, Strategy, Cross Functional Team Leadership, Growth Strategies.
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