Ron Hager Email & Phone Number

St. Louis, Mo, Us

Maryland Heights, Missouri, Us

Senior Financial position for $20M+ division of Pivot International. Responsible for P&L, Cash Management, Audit and overall financial responsibility.▪ Consolidation and Financial Oversight for locations in US, Mexico, China and Taiwan. ▪ Improved monthly consolidation from 12+ days to 7 days. ▪ Delivered consistent 95%+ current on all outstanding trade receivables.

Farmington, Missouri, Us

Led financial reporting, internal controls, cash management, audit, treasury, and banking functions for privately held $500M+ innovative tooling solutions company. Directed team of 50+. Engaged with public accounting firm on audit, tax, and consulting projects. Assisted owners/execs with strategy, estate planning, profit distribution, and stock ownership. ▪ Achieved zero disruption to cash flow/liquidity while navigating challenges (Covid, grounding of major supported product in Boeing 737 Max); attained over 10% pre-tax profit improvement as sales dipped 30% at height of crisis. ▪ Accelerated month-end close from 15 days to 4 days; identified and implemented process improvements. ▪ Reduced DSO from 75+ days to under 60 with 50%+ drop in overdue accounts receivable (A/R). ▪ Strategized with C-suite and executed major change and cost savings initiatives, including headcount optimization.▪ Led banking relationships and contracts; negotiated $500K annual savings on asset-based lending (ABL).▪ Partnered on Steering Committee to plan migration to Cloud-based ERP solution aligned with business needs.

Fenton, Mo, Us

Owned FP&A, financial controls, cash management, M&A activities, IT oversight, and purchasing for $60M manufacturing company. Collaborated with private equity ownership firm on financial management. ▪ Led due diligence and financial analysis to close 2 acquisitions, including directing acquisition integration; increased EBITDA 0.5% in first 12 months post-acquisition.▪ Asked to step in and fix inventory management and turnover performance to boost profitability; revamped Purchasing department and corrected root causes of issues (stockouts, inventory bloat, on-time delivery). ▪ Managed outsourced IT, ensuring proper cross-functional IT support and efficient business systems.

Marshall, Mi, Us

Integral partner to private equity group in transitioning business from privately-owned company ($50M LPG & NH3 equipment manufacturer) to new platform in portfolio of holdings. ▪ Delivered critical financial leadership, including financial reporting and cash flow, while managing relationships with multiple lending organizations to finance and successfully execute deal.

O'Fallon, Mo, Us

Led and developed team of up to 100+ while improving cost control and financial performance across 7 business and manufacturing locations worldwide (US, Mexico, Europe). Established uniform reporting, KPIs, and communication. ▪ Managed organizational restructuring and operational improvement activities following acquisition by PE firm; led financial discussions and forecasting throughout purchase and merger into $1B group. ▪ Eliminated staffing redundancies, elevated productivity, and produced $500K cost savings; orchestrated wind down of centralized accounting in MN and transfer of FP&A/Banking function to St. Louis. ▪ Conducted analysis, presented business cases, and built leadership consensus around closing unprofitable business segments; reduced SG&A headcount and spending by 10%+ and eliminated $100M in poor-profit sales to return $6M EBITDA improvement and $25M working capital improvement. ▪ Increased EBITDA 26% in year one and created plan to drive 30% improvement in FY17, even with sales down 10%.

St. Louis, Mo, Us

Strategic and operational leader of $140M division operating in 8 locations globally. Drove profitable growth, strong internal controls, and worldwide P&L consolidation while directing/coaching a team of 30. Led change management and instituted accounting shared services for operational efficiency.▪ Improved operating profit by $10M+, inventory turnover 28%+, and days payable outstanding (DPO) 35%. ▪ Accelerated cash conversion cycle from 64 days to 27 days, increasing annual cash flow by $5M+. ▪ Drove $3M cost savings on overhead by coordinating financial projects to close and transfer production/assets between locations in Mexico; implemented new financial model to improve costing and profit analysis.

St. Louis, Mo, Us

Conducted on-site audits, analysis, financial reviews, and due diligence on acquisition and divestiture targets, traveling worldwide. Presented analytical insights as a trusted partner to senior business leaders.▪ Created and presented reports to CFO, CEO, and BOD, influencing multimillion-dollar deals.

Lake Bluff, Il, Us

Finance and Accounting leader of $60M subsidiary, covering all internal controls (including SOX) and financial management for 6 reporting entities worldwide. Managed change during divestiture from Emerson. ▪ Elevated operating profit 57% alongside 12% sales lift by establishing forecasting and spending controls.▪ Increased cash flow 40% and return on total capital (ROTC) 100% during same period.▪ Managed through significant change and period of high turnover; hired and trained 2 Area Controllers and built a highly productive team to support all corporate objectives while controlling costs.

Angouleme, France, Fr

Senior Financial position for two newly acquired manufacturing locations (Lexington, TN and Mankato, MN) that comprised the newly created $250M Emerson Alternator Division. • Led team thru integration of both locations into one joint division and Emerson’s policies, procedures & reporting requirements.• Served as key liaison between the North American Management Team, the Leroy-Somer Division Headquarters in Angouleme, France and the Emerson Corporate Headquarters. Achieved improved communications and increased stakeholder engagement with the first 12 months.• Hired and trained controllers at each location within the first year of the acquisition.• Restructured the accounting departments at both locations resulting in a 16% reduction of headcount.• Administered all financial aspects of the company during the first two years sales grew at a 25% CAGR while OP increased 9.7%.

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• Selected by corporate leadership to participate in planning meetings with top Emerson leadership (COO, President & Executive Vice Presidents)

• Relocated the division’s finance and accounting function from Grand Island, NY to St. Louis, MO• Hired and trained entire accounting department in St. Louis, MO• Integrated acquisition into reporting group and transitioned it to new financial reporting system.

Top financial executive for $90M manufacturer and distributor of electrical motors.• Restructured workflow in department resulting in an 18% reduction in payroll• Led team in evaluating and analyzing an Activity Based Cost Study for division

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Promoted and transferred to position responsible for all financial operations of production facility, including payroll, operational forecasting, and accounts payable.

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Master Of Business Administration (M.B.A.), Finance

Bachelor’S Degree, Accounting And Qualitative Management

Certificate, Computer Science