Steve Rayme Email & Phone Number

Knoxville, TN, US

• Private equity-sponsored, global manufacturer of water purification systems.
• Relentless management of cash and covenants in highly leveraged environment.
• Strong emphasis on operational management including development and management of KPI's, segregated product line overheads, safety, and capital budgets.
• Deployed Lean Manufacturing, kaizens, and 5S resulting in 40% throughput increase.
• Coordinate/rebalance three-year strategic plan with senior leadership team.
• Developed CIM/Management Presentation; road show for refinance of senior and mezzanine debt.

Exton, Pennsylvania, US

• Partner and primary consultant to the CEO on all strategic and financial matters related to privately held collection of manufacturing entities in the US, Canada, and Asia. Regular interactions with General Managers.
• Implementation of IC-DISC (dividend tax shelter).
• Extensive inventory analysis process remapping resulting in >20% reduction in inventory in first year.
• First phase of MRP, shop floor reporting system, and HRIS implementation.
• Researched optimal financial and tax structure for 60,000 square feet solar project.

Philadelphia, PA, US

• Recruited by regional 80-attorney law firm to develop and implement strategy, profitability tools, and productivity initiatives. Managed directors of IT, HR, Marketing, Facilities, Administrative Assistants, and.
• Grew revenue by 20% in two years via targeted acquisition and social media/branding campaign.
• Developed and implemented first Strategic Plan in firm history.
• Increased billing/collection realization by 10% in first year; 12% cost reduction via vendor negotiations.
• Decreased receivables age from >150 days to <60 days; reduced balance from $10M to $4M.
• Identified and implemented cutting-edge technology to optimize efficiency/access to real-time data.

• Food Processing International, Inc. was a true manufacturing startup consisting of a state-of -the-art cocoa bean processing facility built from scratch within an old locomotive factory. Foreign private equity.
• Successfully negotiated final terms of exclusive contract with Hershey Company to buy all product.
• Mitigated a portion of variable-rate risk via interest rate swap.
• Developed initial budget, five-year operating plan, and inventory valuation system.
• Increased revenue from $0 to $100M; EBITDA from $0 to $22.5M in first year of operation.
• Negotiated sale of company to strategic for significant ROI to investors and within three years, a substantial over-performance of original exit plan of five to six years.

Bethesda, MD, US

• Commercial Space Division was a hodgepodge of facilities, organizations, and cultures after several mergers and acquisitions during the 1990s. Older technologies, higher costs, and industry over-capacity led to poor.
• Performed organizational assessment and recommended aggressive restructuring to Corporate.
• Led team in successful multi-functional two-year 20%+ cost reduction initiative and developed profit roadmap linking strategic plan and operational actions.
• Reversed trend of eight consecutive quarters of write-downs; negotiated nine new contracts totaling $1.2 billion in two years of tenure versus no new contracts in prior two years.
• Grew market share in highly competitive industry from less than 10% to 30% within two years.
• Captured prestigious Frost & Sullivan industry award for satellite reliability in 2004.

• Lockheed Martin and Khrunichev formed a joint venture in 1999 to market launch vehicles manufactured by Khrunichev and perform launch operations. Krunichev was a former Russian government entity, but was now on its own.
• Secured $100 million line of credit from European Bank and Reconstruction and Development (EBRD) for Russian partner after year-long process, allowing an additional three rockets per year to be built.
• Mitigated $120 million in foreign currency exposure via hedging, financial model, and procedures.
• Developed, forecasted, and monitored long-range operating plan (including orders, sales, EBIT, cash).
• Managed P&L, balance sheet, and monthly cash flow.

Bowling Green, KY, US

• This $2.5B clothing manufacturer had failed to transfer labor-intensive plants offshore in the 1980s–1990s and was struggling with high cost and decreasing market share. The CFO challenged me to develop a common.
• Coordinated planning and implementation to identify and shift labor-intensive facilities offshore to three countries, yielding >30% cost reduction in garment assembly.
• Increased gross margin by eight points identifying and eliminating unprofitable product lines.
• Drove metrics/strategic goals to plant level via actionable roadmaps and budget/forecasting training.
• Prepared financial commentaries for CFO, CEO, and Wall Street analysts..

Bethesda, MD, US

Developed long-range strategic plan, commercial business spin-off proposal and international market entry plan. Managed team of 25+ analysts in areas of cost control, estimating and FP & A.

Mba, Finance

Bs, Econmics