Bryan Hurst

Finance Leader with 15+ years' diverse experience in all phases of transformational leadership: • Public & Corporate Accounting • Financial Planning & Accounting | Banking • Operations | KPIs • Audit, Tax, Finance | Capital Management • Inventory Management • Economic | Business Development • Mergers & Acquisitions (M&A) Has managed revenues up to $420MM. Mentors, develops, and empowers others to share information and ideas for future growth. Works closely with C-suite, HR, and IT to drive strategic vision and add value. Challenges status quo, breaking the mold to find superior solutions. Transparent and honest with high integrity and a passion for advocacy. Continuous improvement champion. For example, utilized R&D tax incentives for first time, including $1.4MM tax credit for R&D center at KYB HQ. Collaborated with KPMG to develop and initiate strategy, managed tracking and recording of 70+ ongoing R&D projects. Reviewed company financials and recording/reported R&D costs/capital per IFRS and GAAP, and integrated continuous improvement measures into new internal controls matrix, working with internal audit to ensure J-SOX compliance. Reputation for motivation, enhanced team productivity and satisfaction, utilizing technology and business intelligence to improve metrics and forward-thinking initiatives while remaining open to detailed discussions with staff to improve processes. 𝗦𝗲𝗹𝗲𝗰𝘁𝗲𝗱 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀 KYB - Oversaw financial reporting for consolidated financials of N.A. operations, a $300MM N.A. HQ with +900 employees that rolled into a $3B public company traded on the TSE (Japan). Grew EBITDA 35% by focusing on sourcing, cost reductions, and efficiencies. Inventory management, inc. working with production control and IT to correct ERP and backflush issues in manufacturing. Initial semi-annual inventory observation required recognition of a $2.7MM loss due to improper BOM, cost rollup, applied OH, and inventory backflushing. Team improved systems; loss of only $100K on subsequent observations, ultimately fine-tuned via additional controls for scrap and cycle counts. Led IN DOR audit. Reduced tax assessment from $1.2MM to $100K. Initiated first time use of R&D tax credit, saving $1.4MM in tax obligation. Restructured accounting/finance department. Developed mentoring and training program. Created performance review system and checkpoints for continuous improvements and ID and promotion of high achievers. Established bonus and incentive plans. Improved company and department morale via collaboration with HR.

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