Karlan Y.

FLO Growth Partners is an innovative consultancy that supports business growth through strategic collaboration, operational efficiency, and data-driven market analysis.

• Provided executive vision and strategy.
• Managed P&L to align financial performance with growth objectives.
• Drove business growth initiatives across manufacturing, distribution, and government contracting.
• Mitigated financial and operational risk through controls and scenario planning.
• Performed financial and operational analysis to inform strategic decisions.
• Fostered value-focused collaboration with stakeholders and partners.

• Strategy improvement | Identify and correct Value leaks | P&L Management | Manage business growth | Mitigate risk | Financial and operational analysis
• I help organizations translate strategy into financial clarity for executive teams and boards.
• Deliver Chief Financial Officer guidance to portfolio companies in different stages of the value creation cycle.
• Reported to Owners/CEOs and led Accounting, IT, Operations, and Quality teams of 5 direct reports and 3 indirect reports across 3 locations.
• Improved monthly cash flow $75,000 and increased liquidity by $150,000.
• Reduced operating expenses by $250,000 through analysis and process improvements.
• Prioritized capital project economic evaluations resulting in ROI of 25%.
• Established cash forecasting processes that improved cash availability by $150,000.
• Analyzed product profitability and improved margins 20%.
• Reduced write-offs $100,000.

• Strategy improvement | Identify and correct Value leaks | P&L Management | Manage business growth | Mitigate risk | Financial and operational analysis
• I help organizations translate strategy into financial clarity for executive teams and boards.
• Provide financial leadership and operational insights to portfolio companies in different stages of the value creation cycle.
• Drive business growth, mitigate risk, and create value by being a key business partner to the CEO. Translate strategy into financial clarity.
• Improved monthly cash flow $75,000. Reduced operating expenses by $250,000 through operational analysis and process improvements.
• Provided financial analysis and economic evaluations for projects to prioritize and monitor cash flow.
• Established accurate cash flow reports and processes.
• Analyzed product profitability and improved margins 20%. Improved production efficiency by developing improved production scheduling process and controlling production costs.
• Implemented inventory management improvements to improve efficiency. Reduced inventory write-offs by $100,000.

• $50 million group of multi-location, privately held entities across retail, service, distribution, manufacturing, property management, and agriculture.
• Provided financial leadership for companies growing at 20%. Improved reporting processes, internal controls, and enhanced IT systems.
• Reported to Owner/CEO and led Accounting, HR, and IT teams of 5 direct reports and 3 indirect reports across 5 locations. Integrated $5M acquisition.
• Drove $1.5 million operating profit improvement through financial analysis and direct engagement with business unit leaders in a complex, multi-entity environment.
• Saved $750,000 across operating and financial areas through process analysis and corrective action.
• Led sales analysis and profitability reviews by operating locations saving $140,000.
• Improved cash flow $500,000 and working capital 25%; reduced financial close cycle by 60% through finance process redesign and systems improvement.
• Created KPI reporting, profitability analytics, and operational dashboards supporting executive decision-making. Integrated $10M acquisition valuation.

• Strategy improvement | P&L Management | Manage business growth | Mitigate risk | Financial and operational analysis
• Fractional CFO practice serving manufacturing, distribution, retail, and service companies from $20M to $60M in revenue.
• Delivered Chief Financial Officer leadership to multiple companies in growth and turnaround stages. Reported to company CEOs and with indirect oversight of 5 Accounting and 3 Operations personnel.
• Led ERP enhancement and development.
• Improved monthly cash flow $50,000. Reduced operating expenses $1,200,000 through operational analysis and process improvements.
• Developed capital equity-debt optimization and developed investor materials for $5M financing process. Provided supporting financial analysis and economic evaluations.
• Increased product margins by 35% through product profitability analysis and pricing guidance. Analyzed company operations to improve profit margin and EBITDA by over $650,000.
• Implemented inventory management improvements. Reduced write-offs $250,000.

• $300 million manufacturing, distribution, CPG animal health pharmaceutical subsidiary of a multi-billion-dollar French company.
• Provided financial leadership for high growth company. Implemented cross-functional process improvements for timeliness and accuracy. Reported to U. S. CEO with indirect reporting to French parent CFO.
• Oversaw Finance, IT, Data Analytics, Supply Chain, and Purchasing — 10 direct reports, 30 indirect across 6 locations. Integrated acquisition of $10M.
• Partnered with U.S. CEO to shape business strategy, lead financial planning, and provide insight on strategic initiatives. Revenue growth of 30% and market share increase of 20%.
• Led commercial performance analysis across product lines and customer segments, identifying revenue and margin enhancement opportunities. Margin improved by 20%.
• Established Data Analytics department of three people to support forecasting and decision making. Improved channel mix and customer segment sales $2 million through analytics-driven decisions.
• Reduced customer costs by $1.7 million through rebate, pricing, and sales-return analysis.
• Improved cash flow $750,000 and working capital 20% through targeted operational analysis and cross-functional collaboration with Supply Chain.
• Directed S&OP processes, providing financial inputs to production planning and demand forecasting. Forecast accuracy improved 30%.
• Led procurement, inventory management, and contract manufacturer coordination for multi-site production and distribution. Reduced inventory $1M and manufacturing costs $2.5M.

• $300 million manufacturing and distribution animal health pharmaceutical subsidiary of multi-billion dollar international French company.
• Provided P&L management and financial leadership for company growing 30%. Implement cross-functional process improvements for timeliness and accuracy.
• Strategic and operational accountability for Finance, IT, Data Analytics, and Purchasing. Lead strategic planning, forecasting, and risk management activities. Guided analysis and KPI monitoring.
• Analyzed customer activity to save $1,700,000 for free goods, rebates, and sales returns.
• Worked closely with Supply Chain department, internal production, and contract manufacturers for proper inventory management, costing, and product forecasting for timely distribution of products to customers.
• Directed monitoring process by Finance and Supply Chain for customer sales and inventory replenishment.
• Conducted monthly business review with analysis. Improved cash flow $750,000 and working capital 20%.
• Provided analytics and pricing guidance for Sales and Marketing to reduce write-offs and increase sales.
• Conducted data analytics to assess business performance against financial objectives and recommended improvements. Improved strategic product sales by $2 million.

• $120 million privately held healthcare service company.
• Responsible for financial oversight, analysis, and guidance for a high growth company. Reported to President; led 2 Accounting direct reports and 3 indirect reports.
• Analyzed transaction activity and reserve accounts to improve cash flow $500,000.
• Created new operating processes and improved controls, saving over $350,000 annually.
• Improved Finance IT processes to reduce financial close cycle and financial statement turnaround time from 20 days to 7 days.

• $20 million PE-owned, multi-location manufacturing and distribution company.
• Reported to President and PE firm; led 2 Accounting direct reports and 2 indirect reports. Developed dashboards, forecasts, and analyses to support planning and PE reporting requirements.
• Analyzed product pricing to improve margins 15%.
• Reduced costs $100,000 and implemented improved controls and financial processes.

• $35 million PE-owned, multi-location international manufacturing and distribution company.
• Provided strategic guidance and developed cash flow forecasts. Reported to President. Oversaw 2 Accounting, 1 HR, and 1 IT direct reports and 5 indirect reports across 3 locations. Integrated $5M acquisition.
• Increased profit by 30% through development of distribution and service strategy across U.S. and Canadian operations.
• Saved $800,000 by analyzing product line costs and inventory turnover. Developed KPI performance metrics for PE reporting.

Broderson is a long-standing manufacturer of carry-deck and rough-terrain cranes, serving plant, facility and project site requirements across many industries.

• Oversaw finance for a $70M closely-held, family-owned multi-location industrial manufacturing and distribution company.
• Managed multi-site budgeting, cash flow, and working capital to support production and distribution.
• Implemented cost controls and margin-improvement initiatives across operations.
• Led financial reporting, compliance, and capital expenditure planning for manufacturing assets.
• Coordinated with sales, operations, and dealers to align financial strategy with market demand.

Martec USA, LLC is a U.S. pharmaceutical manufacturing and distribution subsidiary of a large international German company.

• Managed finance for a $20M pharmaceutical manufacturing and distribution unit.
• Directed budgeting, forecasting, and cash management for plant operations.
• Ensured regulatory and corporate compliance across financial processes.
• Supported integration and reporting alignment with the multinational parent company.

Founded in Ireland in 1960, Bimeda is a global developer, manufacturer and marketer of veterinary pharmaceuticals and animal care products, with manufacturing and commercial operations worldwide.

• Directed financial operations for a $45M multi-location manufacturing and distribution business within an international pharmaceutical company.
• Managed P&L, forecasting, and capital planning across multiple facilities and regions.
• Oversaw regulatory financial reporting and compliance for pharmaceutical operations.
• Led cross-functional initiatives to improve operational efficiency and profitability.

Aquila is an energy services division operating within a large Fortune 100 organization.

• Led FP&A for a $2B energy division of a $40B Fortune 100 company.
• Developed annual budgets, rolling forecasts, and divisional KPI reporting.
• Conducted variance analysis and scenario modeling to inform senior leadership decisions.
• Partnered with operations to optimize capital allocation and reduce cost structure.

• Big 4 public accounting firm Deloitte.
• Chief Financial Officer of companies with revenues of $40 million - $300 million+.
• FP&A experience supporting a $2 billion public company.
• M&A transactions ranging from $5 million to $250 million in enterprise value.
• Multi-location operations across manufacturing, distribution, retail, and service industries.

Deloitte firms worldwide provide audit and assurance, consulting, financial advisory, risk advisory, tax and related professional services.

• Performed audit and assurance engagements across diverse clients, including financial statement audits.
• Conducted internal control testing and SOX compliance procedures.
• Prepared audit workpapers and communicated findings to senior engagement teams.
• Assisted in risk assessments and delivered recommendations to improve financial processes.