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Keith B Lajoie FP&A Resume April 2015

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Keith B. Lajoie (518) 792-9332
6 Sycamore Drive, Queensbury, NY 12804 keith.lajoie@ihs.com
Senior Financial Planning and Analysis Executive
Highly accomplished, results-driven financial executive with progressive experience in finance and operations management
within start-ups and multi-billion dollar organizations. Demonstrated ability to streamline operations that drive growth,
increase efficiencies, and improve bottom-line profit. Strong qualifications in implementing financial controls and processes.
Solid leadership, communication, and interpersonal skills to establish rapport with all levels of staff and management.
Core Qualifications
 P&L Management
 Information Systems
Implementation
 Post-Acquisition Integration
 Business Process Reengineering
 Cash Management
 Restructuring, and Cost Reductions
 Performance Measurement
 Financial Analysis, Budgeting,
Forecasting
 Senior Executive Decision Support
 Financial Reporting
Education
MBA, General Management and Finance, Cornell University, Ithaca NY, top 8% of graduation class.
BS AD, Architecture, Massachusetts Institute of Technology, Cambridge, Massachusetts
Professional Experience
IHS Engineering 360, East Greenbush, New York 2012-Present
Director of Finance
Direct team of four encompassing FP&A, Decision Support, Sales Reporting and Processing, Marketing Support, and Expense
Management. Advised the Product Design Divisionleadership team with development of business strategies and financial
models, revenue forecasting, and expense performance, while integrating business onto IHS systems.
 Integrated revenue and expense budgeting and forecasting to Hyperion HFM financial software.
 Supported roll-out of new product lines to drive accelerated short-term revenue.
GlobalSpec, Inc., East Greenbush, New York 2001-2012
Vice President of Financial Planning and Analysis
Led the financial planning and analysis team for this engineering focused, internet media company supporting the CFO, CEO,
and Board of Directors, providing monthly BOD reporting, financial management, performance and expense advice to
department heads, and ad hoc support.
 Supported growth from a $3MM business to $44MM business to eventual sale to IHS for $135 millionin 2012.
 Installed Great Plains ERP system, FRx financial reporting, and integrated with Saleslogix CRM.
 Identified ongoing process improvements to enable scaled up order volume with minimal additional resources.
 Accelerated month-end closing from 2-3 weeks to 5 days,
 Identified lead quantity impact on supplier renewal and cancellation rates.
 Influenced the reduction of delinquent A/R from 30% to 3%.
The Grandoe Corporation, Gloversville, New York 1997-2000
Vice President and CFO
Directed Finance, Accounting, Payroll, Credit and Collections departments for this privately held, $45MM multinational
manufacturer and distributor of apparel and accessories employing over 1000 worldwide. Played a pivotal role in rescuing
this failing company with $5 millionlosses, managing company through forbearance period, and bringing it to operational
profitability in 2 years.
 Steered company through survival crisis when banks withdrew financing; brought firm through new asset-based
financing.
 Increased cash flow by instituting aggressive asset management; reduced financing costs and improved balance sheet.
 Pinpointed causes of 20% inventory losses;reduced variances to 2% in 1 year with vigorous inventory management.
 Achieved $2.8 milliondecrease in operating costs over 2 years and reduced break-even by 33%.
 Resolved severe A/R delinquency; reduced returns by 30% and eliminated $5+million unprofitable customers.
Racemark International, Inc. Malta, New York 1995-1997
Vice President, Finance and Administration
Directed Finance, Accounting, MIS, and Human Resource functions for this private $25MM US manufacturer of automotive
interior components employing 200, with a $3MM plant in Switzerland
 Restructured internal financial reporting with operational focus that highlighted manufacturing variances.
 Cut month-end closing time by 50% by eliminating bottlenecks in reporting areas and streamlining closing sequence.
 Negotiated $2.2 millioncapital lease financing, first project of its kind for the company at a very favorable rate.
Freudenberg-NOK General Partnership
Held various positions of progressive responsibility in this $500MM US joint venture owned by the $8 billion Freudenberg
Company of Germany and its affiliate NOK of Japan. Freudenberg-NOK operates 24 facilities in the US, Canada, and Mexico and
designs and manufactures rubber and plastic products, seals, and vibration-control systems for automotive, medical,
aerospace, appliance, heavy equipment, and other industries. It also provides highly specialized contract engineering services.
DivisionFinance Officer, Plastics Division, Manchester, New Hampshire 1991-1995
Instrumental in the turnaround of this $30MM multi-plant business losing $3 million a year and its 4½ year growth to a
$125MM highly profitable division. As a key member of the division general management team, directed finance, accounting,
and MIS functions, was responsible for all strategic-financial planning and analysis, policy and decision-making, made
recommendations for cost-reduction opportunities and improvements in procedures and controls, approved pricing decisions,
conducted ongoing capital expenditure and operational analysis, and participated in lean manufacturing / Kaizen projects.
 Generated 4 fold revenue increase and 15% annual productivity gains with no increase in headcount or space.
 Improved -25% ROA to 20%+ while spinning off several product lines.
 Applied activity based costing to the cost system; introduced volume sensitive pricing to the quoting process.
 Established monthly tracking of product line performance; implemented departmental budgets and controls.
 Developed cross-functional cost-reduction teams; led corrective measures for bill of material and router integrity.
 Directed IS conversion and implementation of QAD MRP system and LAN within one year, on time and within budget.
 Developed a financial staff with the capabilities and professionalism to support the division’s growing needs.
Finance Manager, Molded Products Division, Manchester New Hampshire
During this interim period prior to the formation of the Plastics Division, worked closely with the DivisionPresident with
responsibility for 10 manufacturing plants in the US, Canada, and Mexico. Directed all aspects of the financial analysis
function, including annual budgets, capital expenditures, monthly forecasts, and operational analysis. Oversaw the strategic
and operative planning processes including the development, analysis, and commentary on statistical data. Reviewed
performance compared to plan with plant managers and controllers, and made recommendations for improvement.
Financial Analyst / Acting Division Controller, Ventures and Acquisitions
Selected by former CFO of IPC to join this newly established divisionfocusing on new ventures, acquisitions, and small
distressed operations. Worked closely with operating management to construct strategic and short-term business plans,
analyze performance of venture companies, and provide guidance on improving operations. Participated in the formulation of
corporate and divisional acquisition strategies, and identified, screened, and tracked acquisition prospects.
 Provided transitional financial management for early stage companies in Mexico, Korea, and US Healthcare divisions.
 Conducted due diligence and analysis for acquisitions in US and Germany ranging from $5MM to $12MM annual sales.
Assistant to the Treasurer and Vice President of Finance, ICP LP, a Freudenberg Company
Conducted major special projects, administered capital budget, and assisted with the preparation of the business plan for the
$150MM automotive component producer. Analyzed performance, prepared monthly and annual financial reviews, and
management presentations for corporate and board level reporting.
 Served as interim controller of $10MM acquisition during its consolidation into another company facility.
 Prepared investment evaluation analyses and presentations of financial implications of acquisitions and joint venture.

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Keith B Lajoie FP&A Resume April 2015

  • 1. Keith B. Lajoie (518) 792-9332 6 Sycamore Drive, Queensbury, NY 12804 keith.lajoie@ihs.com Senior Financial Planning and Analysis Executive Highly accomplished, results-driven financial executive with progressive experience in finance and operations management within start-ups and multi-billion dollar organizations. Demonstrated ability to streamline operations that drive growth, increase efficiencies, and improve bottom-line profit. Strong qualifications in implementing financial controls and processes. Solid leadership, communication, and interpersonal skills to establish rapport with all levels of staff and management. Core Qualifications  P&L Management  Information Systems Implementation  Post-Acquisition Integration  Business Process Reengineering  Cash Management  Restructuring, and Cost Reductions  Performance Measurement  Financial Analysis, Budgeting, Forecasting  Senior Executive Decision Support  Financial Reporting Education MBA, General Management and Finance, Cornell University, Ithaca NY, top 8% of graduation class. BS AD, Architecture, Massachusetts Institute of Technology, Cambridge, Massachusetts Professional Experience IHS Engineering 360, East Greenbush, New York 2012-Present Director of Finance Direct team of four encompassing FP&A, Decision Support, Sales Reporting and Processing, Marketing Support, and Expense Management. Advised the Product Design Divisionleadership team with development of business strategies and financial models, revenue forecasting, and expense performance, while integrating business onto IHS systems.  Integrated revenue and expense budgeting and forecasting to Hyperion HFM financial software.  Supported roll-out of new product lines to drive accelerated short-term revenue. GlobalSpec, Inc., East Greenbush, New York 2001-2012 Vice President of Financial Planning and Analysis Led the financial planning and analysis team for this engineering focused, internet media company supporting the CFO, CEO, and Board of Directors, providing monthly BOD reporting, financial management, performance and expense advice to department heads, and ad hoc support.  Supported growth from a $3MM business to $44MM business to eventual sale to IHS for $135 millionin 2012.  Installed Great Plains ERP system, FRx financial reporting, and integrated with Saleslogix CRM.  Identified ongoing process improvements to enable scaled up order volume with minimal additional resources.  Accelerated month-end closing from 2-3 weeks to 5 days,  Identified lead quantity impact on supplier renewal and cancellation rates.  Influenced the reduction of delinquent A/R from 30% to 3%. The Grandoe Corporation, Gloversville, New York 1997-2000 Vice President and CFO Directed Finance, Accounting, Payroll, Credit and Collections departments for this privately held, $45MM multinational manufacturer and distributor of apparel and accessories employing over 1000 worldwide. Played a pivotal role in rescuing this failing company with $5 millionlosses, managing company through forbearance period, and bringing it to operational profitability in 2 years.  Steered company through survival crisis when banks withdrew financing; brought firm through new asset-based financing.  Increased cash flow by instituting aggressive asset management; reduced financing costs and improved balance sheet.
  • 2.  Pinpointed causes of 20% inventory losses;reduced variances to 2% in 1 year with vigorous inventory management.  Achieved $2.8 milliondecrease in operating costs over 2 years and reduced break-even by 33%.  Resolved severe A/R delinquency; reduced returns by 30% and eliminated $5+million unprofitable customers. Racemark International, Inc. Malta, New York 1995-1997 Vice President, Finance and Administration Directed Finance, Accounting, MIS, and Human Resource functions for this private $25MM US manufacturer of automotive interior components employing 200, with a $3MM plant in Switzerland  Restructured internal financial reporting with operational focus that highlighted manufacturing variances.  Cut month-end closing time by 50% by eliminating bottlenecks in reporting areas and streamlining closing sequence.  Negotiated $2.2 millioncapital lease financing, first project of its kind for the company at a very favorable rate. Freudenberg-NOK General Partnership Held various positions of progressive responsibility in this $500MM US joint venture owned by the $8 billion Freudenberg Company of Germany and its affiliate NOK of Japan. Freudenberg-NOK operates 24 facilities in the US, Canada, and Mexico and designs and manufactures rubber and plastic products, seals, and vibration-control systems for automotive, medical, aerospace, appliance, heavy equipment, and other industries. It also provides highly specialized contract engineering services. DivisionFinance Officer, Plastics Division, Manchester, New Hampshire 1991-1995 Instrumental in the turnaround of this $30MM multi-plant business losing $3 million a year and its 4½ year growth to a $125MM highly profitable division. As a key member of the division general management team, directed finance, accounting, and MIS functions, was responsible for all strategic-financial planning and analysis, policy and decision-making, made recommendations for cost-reduction opportunities and improvements in procedures and controls, approved pricing decisions, conducted ongoing capital expenditure and operational analysis, and participated in lean manufacturing / Kaizen projects.  Generated 4 fold revenue increase and 15% annual productivity gains with no increase in headcount or space.  Improved -25% ROA to 20%+ while spinning off several product lines.  Applied activity based costing to the cost system; introduced volume sensitive pricing to the quoting process.  Established monthly tracking of product line performance; implemented departmental budgets and controls.  Developed cross-functional cost-reduction teams; led corrective measures for bill of material and router integrity.  Directed IS conversion and implementation of QAD MRP system and LAN within one year, on time and within budget.  Developed a financial staff with the capabilities and professionalism to support the division’s growing needs. Finance Manager, Molded Products Division, Manchester New Hampshire During this interim period prior to the formation of the Plastics Division, worked closely with the DivisionPresident with responsibility for 10 manufacturing plants in the US, Canada, and Mexico. Directed all aspects of the financial analysis function, including annual budgets, capital expenditures, monthly forecasts, and operational analysis. Oversaw the strategic and operative planning processes including the development, analysis, and commentary on statistical data. Reviewed performance compared to plan with plant managers and controllers, and made recommendations for improvement. Financial Analyst / Acting Division Controller, Ventures and Acquisitions Selected by former CFO of IPC to join this newly established divisionfocusing on new ventures, acquisitions, and small distressed operations. Worked closely with operating management to construct strategic and short-term business plans, analyze performance of venture companies, and provide guidance on improving operations. Participated in the formulation of corporate and divisional acquisition strategies, and identified, screened, and tracked acquisition prospects.  Provided transitional financial management for early stage companies in Mexico, Korea, and US Healthcare divisions.  Conducted due diligence and analysis for acquisitions in US and Germany ranging from $5MM to $12MM annual sales. Assistant to the Treasurer and Vice President of Finance, ICP LP, a Freudenberg Company Conducted major special projects, administered capital budget, and assisted with the preparation of the business plan for the $150MM automotive component producer. Analyzed performance, prepared monthly and annual financial reviews, and management presentations for corporate and board level reporting.
  • 3.  Served as interim controller of $10MM acquisition during its consolidation into another company facility.  Prepared investment evaluation analyses and presentations of financial implications of acquisitions and joint venture.