With direction from the CEO (Don Haferkamp), the Chief Financial Officer
(“CFO”) will be responsible for leading a corporate finance organization,
capable of supporting Crown’s business, with the ability to scale, organically
(new and existing customers, greenfield and brownfield facilities, etc.) and
with acquisitions.
The CFO will be a critical part of Crown’s Executive Leadership Team and
as such, will be expected to lead the business, alongside the CEO and
COO, and act as not only a business partner but also as a business
challenger. The CFO will spend considerable time working with and
supporting Crown’s VP of Operations, head of Sales, and head of HR.
One of the greatest areas for the CFO to add value and drive business
performance includes evaluating greenfield and brownfield sites on an
ongoing basis. He or she will be involved in determining geographic
location, site selection, lease negotiations, equipment purchases,
financing, etc, with Crown’s CEO and COO. The CFO will leverage the
metrics in place, KPIs (expanding them accordingly) and dashboards in
order to assist in developing operational insights that will support
business decisions.
The CFO will have a command of Crown’s operational levers and
value drivers - route density, pricing, efficient capital deployment/capex
strategy, customer success factors, such as on-time delivery, fill rate and
operator productivity), cost and labor management. The CFO will be
responsible for driving the company’s financing activities, as well as helping
the CEO drive growth, profitability, cash flow generation, and equity value
creation. The CFO will act as a key thought partner to the CEO, the board,
and other members of the executive team. The CFO will also be heavily
involved in the company’s acquisition activities, from due diligence
through integration execution and synergy realization. Crown’s CFO will
assume overall leadership of the day-to-day financial and control
operations of the company, including accurate and timely financial
reporting to the board, lenders, and internal constituents, planning and
analysis, accounting, internal controls, financial policy development, third
party tax partners,
budgeting and modelling, reforecasting, audit, strategic investment,
merger & acquisitions, credit, compliance, and integration of business
systems.
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