JOSEPH K.

WILSTED
3801 Horton |Road 503-929-6932
West Linn, OR 97068
jwbb6144@westpost.net
BACKGROUND SUMMARY
SENIOR EXECUTIVE with extensive experience within international
operations companies. Accomplished in integrating and managing change,
developing global lean business processes, team strategies, and
delivering customer needs. Demonstrated skills in:
Profit & Cash Flow Improvement
Mergers and Acquisitions
Value Creation
Bank Relations

Strategic Pricing and Positioning

Operations Management
Lean Business Process
Strategic Planning/Budgeting
EMPLOYMENT HISTORY
Lydall Inc. Hamptonville, NC 2008 to Present
President, Thermal Acoustical Group
* Consolidated NA Operations saving $4.5 Mil
* Restructured European Operations saving $1.5 Mil
* Achieved Tier One supplier status with three Japanese suppliers
* Tunred around French operating unit
FormTech Industries LLC, Royal Oak, MI 2007 to 2008

Senior VP, Finance & Administration

* New management team improved IBITDA $20 Mil in first year
* Facilitated implementation of Lean Six Sigma initiative
* Drove cost reductions of $11.3 mil year over year
* Met extremely challenging bank covenants each quarter
Greenbrier Companies, Lake Oswego, OR 2005 to 2007
Senior VP & CFO Reporting to the CEO of $1.0 Billion revenue NYSE
company
* Initiated & Sponsored Lean Six Sigma Program to optimize
productivity averaging 30% per Kaizened areas
* Completed two acquisitions
* Completed two bond issues
 * Reorganized Information Systems group to optimize resources and
execute comprehensive world wide strategy.
* Reorganized Human Resources group to develop and execute
consistent strategy.
Bobcat Company, IngersollRand Corp. Fargo, North Dakota 2003 to 2005
VP Finance & CFO Reporting to the President and CEO Annual Sales of
$2.1 Billion
* Managed record improvement in working capital
* Implemented Sarbanes Oxley internal control system
* Responsible for China manufacturing startup
INVENSYS, London, England. Leading Global Manufacturer of Controls and
Automation Systems with annual sales of $8 billion. 1994 to 2003
Invensys, Rexnord Chain and Conveyor Group, Milwaukee, WI 2001 to 2002
President. Reporting to the Division Chief Executive Responsible for
all Group functions.

* Reduced overheads by 17%.

* Grew North American plastics business 28%
* Consolidated from nine to seven plants located in five countries.
* Improved on-time delivery to over 92% in all but two plants.
* Repositioned products to focus manufacturing within centers of
excellence.
* Reduced inventories by 21.3%.
* Restructured European businesses into one unit eliminating price
competition.
* Reversed four year slide in Engineered Chain revenues by
generating 9% growth.
Invensys Stearns Brakes and Clutches, Milwaukee, WI 2001 to 2001
President. Reporting to Group president. Responsible for all division
functions.
* Cash flow exceeded prior year by 42%.
* Reduced inventory 18% and improved turns to 7.2.
* Achieved PBIT with return on sales of 29.8%.
* Improved shipment reliability index to 95.5%.
* Virtually eliminated past due orders.

Invensys Erie Controls, Milwaukee, WI 1997 to 2000

General Manager. Reporting to Group President. Responsible for all
division functions.
* Grew organic sales at compound average growth rate of 5.9%.
* Achieved compound annual operating profit growth of 25.3%.
* Improved compound annual inventory turn by 18.5%.
* Drove annual cost reduction improvement by 28.5%.
* Won Siebe Controls Productivity award for FY1997/98.
Invensys Climate Controls, Plain City, OH 1995 to 1997
Vice President-Finance. Led financial functions for $1 billion group
of eighteen companies located in eleven countries.
 * Restructured balance sheets of eighteen divisions.
* Eliminated major reporting differences between divisions.
* Developed lean manufacturing metrics for group.
Invensys Ranco, North America, Plain City, OH 1994 to 1995
Controller, Secretary and Treasurer. Responsible for division
financial functions.
* Improved working capital 15.7%, cash flow 34.2%.
* Won Group Zero Defect award for reporting accuracy and timelines.
* Implemented comprehensive business system on time and on budget.
CTS CORPORATION, Elkhart, IN. Global manufacturer of controls. 1989 to
1994
Controller, Automotive Products Division 1993 to 1994
Interim General Manager, Marden Electronics 1992 to 1993
Interim General Manager, CTS Brownsville/Matamoros 1991 to 1992

Controller, Electromechanical Division 1989 to 1991

* Reorganized Brownsville/Matamoros operations, saving $600,000 per
year.
* Increased average OEM prices by 8.7 to 16%.
KEARNEY-WABASH, Huntington, IN. 1988 to 1989
Division Vice President-Finance. Finance member of team that
successfully acquired Spectrol Corporation.
STANDARD OIL COMPANY, Commercial Filters Division, 1981 to 1988
Controller 1986 to 1988
Manager, Division Accounting 1983 to 1986
Manager, Plant Accounting 1981 to 1983
* Led management reorganization team saving 24% of operating costs
annually.

EDUCATION/PROFESSIONAL DEVELOPMENT
Master of Business Administration, Butler University
B.S. Business Administration, Indiana University
Standard Oil Targeted Management Development Program and
Invensys Top Management Program.