Terry Bates Email & Phone Number

Denver, Colorado, Us

Hebron, Ohio, Us

Work with the management team on strategic initiatives, improving operational performance, reducing working capital, and increasing EBITDA.

Denver, Co, Us

* As the COO & CFO of a Private Equity owned business (Kwik Tek), worked hand-in-hand with the CEO to increase sales by 50% and double EBITDA. Extremely successful exit whereby the Private Equity firm earned a 3X return on their investment in 4 years.* Managed all warehouse operations, purchasing, logistics, administration, accounting, finance, and information technology functions.* Project Leader for management presentations and due diligence which led to the successful sale of the business. Private equity firm realized a 3X return on investment in 4 years.* Retooled the entire accounting and finance teams to be results oriented. This led to reducing the monthly close from 20 days to 5 days.* Acquired 2 businesses and led cross-functional teams to successfully integrate the two businesses.* Developed excellent relationships with lenders.* Implemented warehouse metrics and problem-solving skills which ultimately improved on-time delivery by 400 basis points and increased order accuracy by over 200 basis points.* Negotiated a building lease to increase warehouse space by more than 50% and managed the expansion plan (racking plan, tenant improvements, and optimized, from an efficiency perspective, the physical layout of the warehouse).

Us

In addition, recruited by CEO to be co-captain of the systems integration team and member of the Executive Integration Steering Committee.

Denver, Co, Us

Scope of duties consisted of managing all warehouse operations, accounting, finance, and IT functions. Additionally, trained supervisors and managers on performance metrics usage as well as other problem-solving techniques. Transformed all aspects of the accounting and finance department from an ‘efforts-based’ department to a results oriented department while improving distribution center customer service metrics.* Served as ‘trusted advisor’ in evaluating strategic alternatives and exit strategies in partnership with the owner that grew the company to record profits. Conducted an analysis of different alternatives that ultimately concluded that the timing was right to sell the company for 2X more than industry-recognized valuations.* Created and implemented Key Performance Indicators (KPI’s) for every department. Company-wide implementation accomplished the following 3 items: 1) Brought visibility to areas of opportunities for improvement; 2) Achieved all-time record highs in customer satisfaction in the areas of accuracy and on-time delivery; and 3) Improved productivity and warehouse efficiency which subsequently reduced labor and warehouse lease costs.

VP International/CFO (2005-2007) – Responsible for restructuring company’s unprofitable overseas operations. Designed the business plan, strategy, and vision within 12 months that turned around an unprofitable overseas operation by implementing a new licensing agreement in the U.K., and a distributorship in Japan while spinning off or closing other unprofitable overseas operations.* Significantly improved company P&L and balance sheet that eliminated $30 million in borrowed debt within 2 years.VP Operations/CFO (2004-2005) – Recruited by shareholders to take on the additional responsibilities as Vice President of Operations. Built and led a 50-member cross-functional process improvement team that developed new, streamlined procedures to manage key business processes.* Reduced logistics, warehouse storage and product costs by 10% within one year by negotiating new contracts with key suppliers, implementing transportation management system, and working with a wide array of teams to reduce operational expenses.VP/CFO (2003-2004) – Primary duties focused on improving content, format and processes behind management information and financial reporting packages, and developing a financial system of accountability for every number on the P/L and B/S.* Favorably negotiated a new loan agreement that increased the available borrowing capacity, extended the duration of the loan, and provided more favorable financial covenants.

Selected by parent company’s CEO and president to turn around this financially struggling manufacturer of sheet metal dies. Responsible for directing accounting, finance, business operations, human resources, information technology, administration, and manufacturing activities and trained employees in Six Sigma, lean manufacturing, and other process improvement techniques.* Restructured organization from a non-accountable environment to a functional business with cost accountability. As a result, reduced the break-even level by approximately 50% within 2 years and returned company to profitability. This was accomplished by increasing productivity and efficiency 25%, reducing variable costs 5%, cutting fixed costs 30%, and decreasing invested capital 20%.

Scope of duties consisted of establishing company’s international operations that, within 3 years, accounted for more than 25% of company sales and profits. Managed and integrated accounting, finance, tax, and treasury functions for 20 locations worldwide.* Directed company expansion in Mexico by launching the largest “body-in-white” (auto shell) tooling company in Mexico. Consequently, created the lowest cost and most profitable business unit in the company.* Purchased a 45% interest in a company in England by negotiating complex shareholder rights and buyout provisions, which proved instrumental in gaining access to major European clients including Jaguar, Ford of Europe, and General Motors of Europe.

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Bba And Masters Of Accounting, Concentration In Corporate Finance And Accounting

Education record