SEAN KRUUV LLB (JD), CA (CPA)

(214) 801-1646 (M)

(972) 771-2225 (H)
skb0b532@westpost.net
CHIEF FINANCIAL OFFICER / CONTROLLER
Chief Financial Officer / Controller with extensive experience in the consumer g
oods, retail, and manufacturing industries as well as Big Four industry experien
ce (Price Waterhouse 1994-1997). Specific expertise developing and implementing
internal controls and restructuring operations to reduce costs and enhance marg
ins. Particularly adept at pre-merger due diligence and post merger acquisition
integration.
* Negotiated purchase price of Commercial Products division for third party buye
r. Represented Maytag Corporation on all legal, due diligence and final purchas
e price determination. Developed financial model to calculate enterprise and wa
lk-away value to Whirlpool Corporation.
* Led sales and marketing efforts and created start up business plan for new pro
duct category at Maytag Corporation with full P&L responsibility. Coordinated r
elief efforts during Hurricane Katrina.
* Developed business plan for integration of third party distributor post acquis
ition including enhancing revenue and operating profit 25%.
* Spearheaded profit improvement plan by introducing enhanced metrics of ROI, EV
A, and FCF contribution.
AREAS OF STENGTH AND EXPERTISE
Budgeting ~ Financial Analysis ~ Operations ~ Mergers/Acquisitions
Internal Controls ~ Restructuring ~ General Management
PROFESSIONAL EXPERIENCE
FROZEN FOOD EXPRESS INDUSTRIES (FFEX), Dallas, TX June 2009-Present
FFEX is a publicly traded organization with revenues of approximately $500 milli
on, providing transportation and logistics services primarily in the temperature
controlled environment.
Vice President and Corporate Controller
Responsible for providing strategic management of all holding company and core s
ubsidiary accounting activities, including tactical accounting operations, manag
ement reporting and external SEC reporting, including writing press releases, 10
-Q's, 10-K's, 8-K's and proxies. This includes direct supervision of five indiv
iduals and a total staff of approximately 20. Responsible for ensuring financia
l statements are accurate and in accordance with Generally Accepted Accounting P
rinciples. Position involves significant communication with the Executive Team,
Board of Directors and business units regarding financial results, key assumpti
ons, estimates, and other financial issues including changes related to GAAP and
SEC requirements. A heavy emphasis is placed on leadership and developmental s
kills and technical SEC and GAAP knowledge. In addition, the position demands s
ignificant involvement in external audits and supervision of internal audit grou
p.
* Reduced closing cycle from 10 days to 5.
* Assisted in development of monthly operating review package for Executive Team
.
* Acting financial lead for ERP implementation team.
DAL-TILE CORPORATION, Dallas, TX March 2007-June 2009
A $2 Billion division of publicly traded Mohawk Industries, employing approximat
ely 13,000 people in the United States, Mexico, and Canada involved in product d
evelopment, manufacturing, distribution, and sales of ceramic tile and natural s
tone.
Corporate Controller
Directed corporate functional areas of finance including reporting, analysis, fo
recasting, budgeting, manufacturing accounting, corporate hedging activities (cu
rrency and natural gas), strategic planning, accounting research, internal contr
ols (including SOX404), tax, and external audit. Oversaw budget of $2 billion sa
les and $300 million operating profit. Managed a team of nearly 40 members inclu
ding 8 senior level direct reports. Additionally, managed Dal-Tile Mexico, drivi
ng process improvement initiatives and working capital reduction.
* Achieved $40 million consolidated inventory reduction by leading obsolete and
SMG inventory committee and participation in SPI planning meetings.
* Consolidated reporting for four diverse business units as well as manufacturin
g and distribution.
* Represented Dal-Tile in production of Mohawk Industries accounting policy manu
al.
MAYTAG CORPORATION (Acquired by Whirlpool Corporation, March 31, 2006) Newton, I
A 2000-2007
A $6 billion public company employing over 10,000 people in the United States, C
anada, Europe, Mexico, and Australia involved in product development, manufactur
ing, distribution, sales, and service of major appliances and floorcare, as well
as other diversified home and commercial products.
Controller, Dixie Narco Commercial Products Division, Williston, South Carolina
(2005-2007)
Directed financial functions including reporting, forecasting, budgeting, cost a
ccounting, management of external audit, internal controls (including SOX404), w
orking capital management, GAAP compliance, A/R, A/P, and inventory. Oversaw $50
0 million sales budget. Managed seven senior level direct reports. Provided lead
ership oversight to Jade Commercial and Amana Commercial site controllers, an ad
ditional $300 million sales responsibility.
* Recruited to report directly to Maytag Corporation CFO / Audit Committee to im
plement strong controls in accordance with SOX404, bring financial reporting in
compliance with GAAP, and guide division through sale and acquisition.
* Evaluated multi-generational product plans with new product development teams
for Starbucks, Pepsi Bottling Group, and Coca-Cola Enterprises
* Reduced working capital ratio from 40% to 15% by leading inventory action team
, and implementing policy and procedural changes around accounts receivable.
* Guided Dixie Narco division through sale and acquisition process and transitio
n to buyer.
General Manager, Maytag Water Systems, North America, (2004-2005)
Developed complete start up business plan for new product category with full P&L
responsibility. Managed $1 Billion planned budget and seven direct reports rang
ing from Director, to Manager, to Controller. Implemented resource plan, go to m
arket strategy, and distribution plan for whole home water filtration in North A
merica.
* Leveraged existing customer base in major appliances while driving incremental
revenue growth through new business development. Spearheaded Maytag relief eff
orts during Hurricane Katrina.
* Provided leadership for marketing and sales efforts for water filtration and e
xtension products.
* Implemented category expansion through sourcing initiatives with third-party s
uppliers.
* Developed commercial application through sourcing efforts and collaboration wi
th major agricultural company.
Director of Finance, Maytag International, Toronto, Canada (2000-2004)
Managed functional areas of finance such as financial reporting, analysis, budge
ting, forecasting, credit, accounts payable, pricing, treasury, and taxation, as
well as information technology, operations (supply chain, distribution, warehou
sing, customer service), and strategic planning. Administered $800 million sales
budget and $200 million operating profit with nine senior level direct reports.
Oversaw a union employed distribution center of over 225,000 square feet throug
h direct report.
* Spearheaded improvement from break-even operating profit in 2000 to 18% return
in 2004.
* Enhanced metrics in working capital, SG&A ratio, and EVA.
* Restructured two operating divisions of Maytag Canada and Hoover Canada into o
ne company, resulting in improved operational and financial efficiencies.
* Completed acquisition of third-party distributor and developed post-acquisitio
n business plan, realizing 25% revenue growth and superior operating return.
* Led "one company" systems integration and SAP implementation team.
* Designed national supply chain network including two third-party distribution
centers.
SOBEYS, INC., Stellarton, Nova Scotia 1997-2000
An $11 billion publicly held Canadian corporation involved in wholesale distribu
tion of grocery products and retail operation of corporate-owned stores.
Manager Financial Reporting & Analysis, Sobeys Ontario, Toronto, Ontario
Oversaw financial reporting, analysis, budgeting, forecasting, credit, accounts
payable, cash management, and franchise store support.
* Designed common sell concept for franchise store network resulting in proper a
llocation of operating costs and increased customer loyalty and market share.
* Implemented business reporting package for franchise store network to assist o
wner / operators with P&L category management, cost control, and inventory plann
ing.
* Headed post-acquisition transition finance team of Oshawa Food Group.
CERTIFICATION AND PROFESSIONAL DEVELOPMENT
* Personnel Decisions International, Minneapolis, MN, Sept 2004-Executive Leadin
g the Organization. Assessment-Identified leadership strengths including ability
to inspire others, real time coaching, personnel development, capacity to shift
gears quickly, and strong problem solving skills.
* Lean-Sigma Certification, Feb 2003-Progression to Project Champion October 200
4.
* Center for Creative Leadership, Colorado Springs, CO, Nov 2002-Executive Leade
rship Development.
* High Performance Coaching, Bob Davies, M.Ed., CPPC, Mar 2001.
* Association for Investment Management & Research, Jun 1999-Successful completi
on of Level III certification for Chartered Financial Analyst (CFA) designation.
* Canadian Institute of Chartered Accountants, Feb 1997-Awarded Chartered Accoun
tant professional designation (CA).
EDUCATION
WILFRID LAURIER UNIVERSITY, Waterloo, ON, Canada
Diploma in Business and Economics
UNIVERSITY OF WESTERN ONTARIO, London, ON, Canada
Bachelor of Law Degree (LLB)
UNIVERSITY OF WATERLOO, Waterloo, ON, Canada
Bachelor of Arts Degree