1. ThyssenKrupp AG 2002 – Present
$40B German multinational company organized into Components Technology,
Elevators, Industrial Solutions, Material Services and Steel.
VICE PRESIDENT, FINANCE AND BUSINESS STRATEGY,
THYSSENKRUPP ELEVATOR AMERICAS, 2013 – Present
Following successful turnaround of Latin American business unit, chosen
to develop with executive team the TKE AMS strategic plan and
related tactical execution plan. Additionally, worked with Product Line
Management to reorganize development and new product introduction
process to deliver products on time, at planned product cost, with clear
customer value. Earnings up from $378M (14.1% EBIT) in FY13 to $532M in
FY16 (16.6% EBIT).
• Developed rigorous business cases, conducted SPDP gate reviews
and pared down initiatives from over 160 open projects to 10 or less
to drive focus.
• Instituted Product Rationalization and Obsolescence Program, which
drove modernization sales.
• Crafted and enacted operationally focused Strategic Plan and
Product Roadmaps to ensure new products and key initiatives
objectively contributed to KPIs and EBIT.
• Leveraged CRM, Win/Loss Analysis, Customer Focus Groups and
other competitor information to build a more coherent and nimble
competitive response and drive price increases on select products
and market segments.
VICE PRESIDENT, FINANCE/TREASURER, BRAZIL AND LATIN
AMERICA, 2008 – 2012
Chosen to drive strategic solutions to improve operational officiency,
cash flow and earnings. Implemented rigorous operations reviews with a
focus on cash flow, to drive earning growth and capture growing market
share of targeted segments.
A Career of Delivering Vision,
Strategy and Execution for Profitability
Education
MBA, University of Tennessee
Masters of Accounting, University of Tennessee
CPA, State of Tennessee (License 13750,
inactive)
102 Pierrepont Isle • Johns Creek, GA 30097 • 901-849-1693 • frankdancy12@yahoo.com
Strategic and operationally focused CFO/
Business Leader who is a trusted advisor across
the C-suite and executive team. Starting with an
external focus on the customer and competitive
position, formulate business strategies with
executive team to methodically execute
profitable growth for a successful turnaround,
start-up or high growth organization. Converts
the strategic plan into tactical initiatives to
drive monthly execution, accountability and
increasing profits. Respected for ability to foster
collaboration and win the trust of internal and
external stakeholders across diverse global
business settings in North America, Latin
America, and Europe.
Optimizing Results
CAREER AT A GLANCE
ThyssenKrupp AG
VP, Finance and Business Strategy, Thyssenkrupp Elevator Americas
VP, Finance/Treasurer, Brazil and Latin America
VP, Finance, US Manufacturing
Director of Internal Audit and Treasury
Nortel Networks (NT)
Financial Manager/Senior Manager
Elastic Networks (ELAS)
Controller
1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016
Frank L. Dancy... DRIVING PROFITABLE GROWTH THROUGH RIGOROUS EXECUTION
Foreign
Operations
Management
Start-up/
Turnaround
M&A/
Divestitures/
Integrations
Strategic
Planning/
Execution
SEC
Compliance
Treasury/
FP&A
Cross-
Functional
Multinational
Teams
KPI
Development/
Analysis
Cost
Containment/
Restructuring
Manufacturing
Multi-
Dimensional
Capabilities

2. Frank L. Dancy• Improved LATAM EBIT, from $3M to $17M, Brazilian revenue increased
94% with Brazilian EBIT improving $30.5M to $140M.
• Implemented Global Shared Services for A/R, A/P and contract
services.
• Executed product rationalization so elevators are platform-based,
modular with high commonality.
• Developed network of external suppliers, including China, which
allowed purchase of common components, while ThyssenKrupp
manufacturing focused on core elevator components.
VICE PRESIDENT, FINANCE, US MANUFACTURING, 2004 – 2008
Following internal audit of $400M factory in Memphis and smaller facility
in New Jersey, selected to lead factory turnaround and reverse 50%+
earnings decline. Restructured organization, focusing on staffing, order
management and Lean processes.
• Improved revenue 45% and EBIT 118% from $34M to $74M.
• Rebuilt all financial functions, increased product modularity and
commonality for cost efficiencies, reorganized order management
into lean process flow.
• Upgraded supply management organization and spare parts
business.
DIRECTOR OF INTERNAL AUDIT AND
TREASURY, 2002 – 2004
Started ThyssenKrupp’s audit group, with a
focus on internal controls, efficiencies and
profitability.
• Developed and instituted operations audit
and functional reviews.
• Performed due diligence for prospective
acquisitions of independent elevator
companies, including takeover of South
American operations.
• Optimized control of A/P, payroll and A/R
through the implementation of cash pools,
positive pay, debit blocks, etc.
VALUE-ADD SNAPHOT
revenue from R$475M to
R$915M, a 94% increase, and
improved EBIT from R$30.5M (6.4%) to R$140M
(15.3%) at ThyssenKrupp Elevator Brazil.
revenue from $98M
to $130M and
EBIT, $3M to $17M, within previously highly
fragmented, break-even business unit with
inconsistent growth and negative cash flow.
$100M+ in booking
for the Hydro MRL,
quickly dominating the two- to four-stop MRL
market, and delivered $1,300 per unit cost
reduction representing $2.4M annual cost
savings for the TAC32.
revenue from $278M to $402M
(45%) and earnings improved
from $34M to $74M (118%). Rationalized
product lines, improved supply chain
efficiency, and increased volumes in the
more profitable spare parts segments.
Increased
Grew
Delivered
Grew
102 Pierrepont Isle • Johns Creek, GA 30097 • 901-849-1693 • frankdancy12@yahoo.com
SPEAKING PERSONALLY
QWhat is the secret to leading large scale change initiatives
effectively?
A.Thecriticalfirststepistoclearlydefinetwotothreestrategicobjectives
and related key initiatives for each. It is crucial to keep our focus tight
in order to drive execution. Each key initiative is then staffed with team
members who are solely dedicated to this project — fully empowered
and accountable to the executive team. Once the initiatives are
defined and plans laid out, I employ a rigorous methodology. Beginning
with the current financials and KPIs, I relate the expected output of the
initiatives to a given financial line or KPI for the time period. The Key
Initiatives progress must be objectively measured into our financials or KPI
in order to have validity.
QHow do you drive sustainable scale in a complex organization
and a competitive marketplace?
A. You must have a relentless focus on the market, customer value
proposition and the competitors. This helps keep the business focused
externally, delivering value without adding superfluous products and
processes. Once we understand our market, we will always drive
continuous improvement on both our products and processes to yield
a defendable, differential advantage. Occasionally, there will be a
potential disruptive technology that will need to be addressed. I believe
there is value in a couple of strategically separated “skunk works” teams
placed outside the existing business to address the exigent opportunity.

3. Frank L. Dancy
SPEAKING PERSONALLY
QWhy are clear roles, goals and metrics critical to maximize
individual and group performance?
A. The organization is like a symphony, where we have many different
players, but they must all work in concert in order to achieve the music.
We must have clear financial and operational targets, as you cannot
change what you don’t measure. These must be broken down to the
tactical and actionable level so that every empowered team member
understands the linkage from the strategic goal to their tactical work.
Once the strategic and tactical goals are communicated, and
action plans developed, the organization will efficiently coordinate its
activities, the teams will be empowered, and each team member will
be accountable.
QWhy is thinking of global implications when making
decisions so important in today’s marketplace?
A. The efficiency of today’s logistics and supply chain as well as the
world’s highly distributed telecommunications has enabled competitors
from around the world access to our domestic markets. Changes in
trade agreements, foreign exchange and technology, could alter
the competitive landscape — providing a new foreign competitor an
advantage.
QWhat distinct advantage will you bring to your next
organization in terms of financial leadership?
A. A complete CFO must bring a full suite of experiences –
Corporate (Audit, Treasury, M&A, Consolidations) – Financial
Management (Results, Budgets, Cost Accounting, Collections,
etc.) – Strategic (Strategic Plans, Execution of Startup/Turnaround,
ERP Implementation, Continuous Improvement, New Product
Introduction). My experiences across multiple industries address
each of the required elements. I began my career in public
accounting and corporate operational audit, and then moved on
to be a financial manager for ever larger, multi-national businesses.
Those experiences were the foundation for my financial leadership
roles with multi-national manufacturing and service business units.
But the most critical aspect of my background is my primary focus on
our competitive market, product differentiation and organizational
efficiency. Combining the Market-Operations focus, with the
comprehensive financial background, enables me to be a valuable
partner to our executive team in achieving our financial goals.
Elastic Networks (ELAS) 1999 –2001
Spinout from Nortel Networks that developed and
manufacturedbroadbandtelecommunicationequipment.
CONTROLLER
Led spinout to ensure financial and operational
integrity. Accountable for developing business
plans, reporting, budgets, IT and facilities.
Completed S1 and successfully took company
public in October 2000.
Nortel Networks (NT) 1992 – 1999
Canadian, multinational telecommunications company
that grew from $7B in 1992 to nearly $30B by 1999.
FINANCIAL MANAGER/SENIOR MANAGER
Progressed through several positions: Internal
Audit, Senior Manager, Broadband Division
Consolidations and Senior Manager/Controller
for Access Networks Business Unit. Conducted
manufacturing, field and functional audits
across the world. Performed due diligence for
M&A activity.
Prior Roles:
Arthur Andersen and Company, AUDITOR,
1991 – 1992
102 Pierrepont Isle • Johns Creek, GA 30097 • 901-849-1693 • frankdancy12@yahoo.com