Finance leader open to full time or project assignments. Please contact me via LinkedIn.

Led Finance and Information Technology with a team of 6. Member of 5-person Executive Committee responsible for strategy, decision making and the marketing and sale of the Company. • Key leader contributing to sale of the business through responsiveness to due diligence requests, credibility, improved financial projections, and accuracy of financial reporting. Recognized a dramatic improvement in gross margin performance and incorporated it in the projections. Revised projections to include anticipated year-end adjustments. Normalized expenses negating the impact of lax accrual basis accounting, minimizing due diligence questions.• Identified and corrected numerous problems in monthly financial closing process. • Retained by the Buyer as CFO and led Purchase accounting effort for the new company. Executed accurate mid-month close as of the acquisition date. Led the business appraisal process. Established the opening balance sheets for the two operating companies and the holding company. Facilitated the timely completion of the year end audit. Formalized the planning process and coordinated development of the 2024 business plan and budget.

Led Finance, Human Resources, and Information Technology with a team of 15. Managed a multimillion dollar budget. Member of 3-person Executive Committee responsible for strategy and decision-making for the company.• Designed a strategic plan to stabilize and grow the business culminating in the sale to a strategic buyer. Activities included: Delivered improvement in EBITDA as a percent of sales through strategic pricing initiatives, organic growth, and operational efficiencies driven by Lean manufacturing. Reduced debt by double digit millions of dollars in 5 years. Spearheaded Information Technology systems upgrading to Epicor 10 ERP system improving functionality, enhancing KPI reporting, and greater Business Intelligence analytic capabilities. Sponsored cybersecurity initiatives for compliance with NIST-800-171 supporting growing military business. Reduced voluntary turnover rate to 6%.• Managed through generational leadership transition including the split-off of a sister company in 2015.  Restructured debt, established new banking relationships, and rightsized organization. Initiated product profitability and pricing analytics driving margin improvement.• Implemented performance planning and measurement processes aligning annual merit increases with performance. • Designed a sales compensation plan for Sales Management aligned with performance.• Negotiated Human Resources benefits saving. • Implemented rolling quarterly forecasting and budget processes to guide business performance.• Implemented Long term incentive plan for senior management based on Economic Value Added (EVA) concepts.

Hired as CFO following a consulting engagement, to instill financial and business disciplines into this growing entrepreneurial organization, aid with strategic planning and execution, and transition from one generation to the next. Member of 4-person Executive Committee responsible for strategy and decision-making for the company.• Revamped Financial reporting practices to comply with GAAP and produce meaningful financials.• Shortened financial closing cycle from three weeks to one week.• Implemented Epicor ERP improving front office processes, pricing accuracy, and quote turnaround.• Managed highly levered business through the 2008 to 2009 financial crisis:• Achieved profitability despite a double digit drop in revenues in 2009.• Restored favorable banking relationship in 2011.

Recruited to lead finance as the organization repositioned its portfolio of businesses for growth.

As CFO, held Finance responsibilities for Corporate and all 4 subsidiaries. Simultaneously, as COO, directed Manufacturing, Distribution, Marketing, Information Technology, Research & Development, Supply Chain and Purchasing for 4 subsidiaries with 500 associates. Reported to CEO.• Achieved the highest corporate sales growth in 10+ years in 2004 and realized a $7 million improvement in corporate EBITDA in 2003 to 2004.• Designed acquisition strategy targeting regional competitors to supplement organic growth initiatives and completed first acquisition realizing expected cost synergies.• Led development of a long-range strategic plan to provide sustainable double-digit growth in sales and earnings.• Initiated a performance-based culture with merit and incentive awards.• Restructured the organization to enhance accountability and alignment with business objectives.

Led Finance with a team of 40. Member of Executive Committee responsible for strategy and decision-making in Information Technology, Finance, Sales & Marketing, Manufacturing and Research & Development.• Designed a business turnaround plan that improved EBITDA $9 million in 2000.• Recommended and executed an exit strategy for unprofitable European subsidiaries generating an EBITDA improvement of $2.5 million.• Designed new sales compensation programs with Key Performance Metrics improving sales growth rates 3% and contribution margin by 3 points.• Formulated and led the strategic development of a highly profitable, high growth Government division which grew to 9% of total revenues in 3 years.• Introduced an incentive plan for senior management utilizing EVA concepts.

• Initiated a restructuring of European subsidiaries realizing tax savings of $4 million in 4 years.• Guided the enterprise-wide implementation of SAP as part of a 4-person steering committee.• Transformed finance organization to a value-added business partner while reducing staff size 30%.

Provided strategic planning, systems implementation, acquisition analysis, process reengineering, project management and financial planning and control services.• Managed implementation of new computer system and provided financial management for a $15 million manufacturer / distributor of industrial hardware.• Analyzed product profitability and recommended pricing for a $20 million consumer products company.• Provided business valuation and acquisition support for $10 million industrial hardware manufacturer.

• Restructured the senior debt realizing a $15 million gain from the early retirement of debt.• Completed the sale of newly issued equity securities for $15 million to reduce debt.• Acquired and integrated a regional competitor realizing cost synergy of $750,000 annually.

• Following a Bear Stearns led LBO, established all treasury functions including tax, SEC, cash management, banking and investor relations, and risk management.• Managed registration statement and prospectus for an IPO of $40 million of senior subordinated debentures.• Coordinated the strategic planning process which led to a $3 million improvement of EBITDA and working capital reductions enabling the Company to reduce its debt $15 million over 4 years.• Developed purchase accounting techniques generating tax savings of $5 million.• Oversaw treasury for parent and 2 sister companies producing sales of $130 million and EBITDA of $15 million.Director of Financial Reporting | 1982 to 1986Manager of Cost Accounting |1979 to 1982