Ian Dobbins

A PE-held, $1.2B multi-national chemical and CPG manufacturer with a diverse portfolio of product lines. Financial Controls, Cost Reduction, and Visibility: • Slashed PPV across multiple divisions, stabilized expense trends, and brought visibility to accruals. Identified variance drivers and systematically undertook projects to make corrections. • Overhauled the procure-to-pay process for $100M of annual group spend. Transformed the A/P process from a transactional group into a true audit function. Introduced controls, standardized and automated processing, and increased the velocity of transactions. Converted vendors from paper invoices and paper checks to EDI/API transactions and ACH. • Designed monthly close process and established KPIs. Oversaw budgeting, forecasting, and variance analysis. • Established strategic, contractual relationships with vendors Leadership • Oversaw all demand planning, procurement, supply planning, and execution for US/Canada operations; 4 plants, 7 co-manufacturers, 50 production lines, 200 vendors, 110M lbs annual output • Key member of leadership team; overseeing a team of analysts, A/P, finance, reporting, systems, and projects • Rebuilt and upskilled the accounting, finance, and analytics staff. Utilized targeted development plans, education initiatives, cross-training, and stretch goals. Exited under-performing personnel, re-defined roles, and promoted high-performers. Result was a leaner, more capable, and more cohesive team. • Removed organizational silos. Drove the team to find solutions that grew total EBITDA Projects • Identified areas of opportunity and then led cost savings initiatives achieving $10M+ improvement • Completed over 50 cost-savings and margin-expansion initiatives • Led system integrations and data improvements spanning different ERP systems/modules, business support systems, and BI tools • Onboarded acquisitions that had previously operated outside of the core enterprise

A consulting firm specializing in post-acquisition turnaround; focused on $50M± manufacturing/distribution companies. Instrumental in transforming discrete operations silos into a cohesive, strategically aligned organization Achieved GAAP, SALT, and PCI compliance. Managed entire ERP (NetSuite) modernization project; delivered multi-site system on time and under budget • Handled system needs identification, vendor vetting, integrator management, and contract negotiations • Merged all legacy systems into a single, shared NetSuite platform • Incorporated full production planning (APS) and HMI control, WMS and handhelds, distribution planning, EDI, cloud-based CRM to support field sales reps, credit card processing, automated labeling, and document scanning • Integrated all controls necessary to support regulated manufacturing and distribution • Implemented time-phased MPR and MPS planning; lowering inventories while eliminating stockouts and over-stocks • Piloted follow-on projects; continuously improving productivity Identified areas for operational, logistics, and financial improvements; Implemented projects to increase efficiency Simplified and standardized finance and accounting while bringing organization into compliance • Brought financial understanding to all levels of the organization; made performance monitoring easy for managers • Shifted tax and audit advisement firms, reduced and strengthened banking, dramatically shortened close process • Transitioned company from average costing to standard costing; transitioned small firm from cash accounting to accrual accounting • Improved cash flow with careful capital management; kept financials attractive for private equity investment • Effectively and efficiently managed staff of at multiple sites Transformed logistics, production, procurement, and planning • Moved entire company from paper records to real-time transactions and full lot control with instantaneous traceability

A $34B privately held manufacturer and distributor of medical supplies. I was a member of the core management team for multiple facilities including a class I, high-speed, continuous-manufacturing site; from brown field to full production Built entire manufacturing finance department for a brown-field startup division; including processes, planning, hiring, and consistently challenging the team to seek out operational efficiencies • Responsible for all division accounting and finance activities; staff of 8 professionals • Managed all capital accounts, clearing accounts, amortizations, and accruals • Supervised all purchasing activities (2 buyers; $8M of raw materials per month) and significant A/P functions • Owned production planning, product BOM definitions, and life-cycle forecasts Prepared long-range strategic forecast, annual budgets, variance analyses, factory scorecard, and management reports Regularly reviewed results with key department leads to establish a control loop Product Costing, Absorption, and Materials • Designed activity-based costing allocations and absorption costing processes, setting company-wide benchmarks for both net revenue analysis and for finished goods costing on manufactured items • Established full costing for products; calculated end-of-curve costs; developed techniques that were rolled out to other facilities; kept current through design changes, packaging changes, conversions, and product run outs Business Intelligence and System Integration • Implemented data warehouse, converting division from management by spreadsheet into a BI environment • Designed and set up master production scheduling (MPS) and material requirement planning (MRP); lowered on-hand inventory by 50% and never incurred stock out with demand due to ordering

Owner of over 130 brands, 120 US-based plants, and 13,000 products in the baked goods industry Corporate finance and regional controller for Intermountain market area PeopleSoft to Oracle ERP transition team; mapped, transformed, and loaded prior years’ accounting data Changed budgeting process from disjointed Excel spreadsheets to Hyperion Essbase; developed allocation routines Led cross-company manufacturing KPI standardization project Revamped and standardized system reports based on input from users; re-wrote reports in Essbase

Responsible for monthly reporting and annual budgeting for fast-growing sales and marketing agency Maintained four BI systems: an accounting system, a cost-to-serve system, a salary and bonus system, and an HR system Changed budgeting from a top-down exercise to a guided bottom-up budget, with staged reviews Created a system for tracking notations for explainable variances to budget Streamlined payroll budgeting and created a process for accurate tracking of residuals Conducted training sessions for SAP and P&L analysis Created daily dashboards and authored a library of reports for both financial and non-financial data

4.0 major GPA, 4.0 overall GPA Induction into the National Society of Collegiate Scholars Graduated Summa Cum Laude (with highest honors) Nominated for the 2005 Phi Kappa Phi award (most outstanding scholastic record) Recipient of the Omicron Delta Epsilon Outstanding Senior Cup