Frank Skerlj Email & Phone Number

Aurora, Ontario, Canada

Ajax, Ontario, Canada

Woodbridge, Ontario

Member of the Pipe and Fittings Leadership team, responsibilities included development and implementation of strategic initiatives, communications with Corporate Office, financial reporting, budgeting, partnering with other functional areas and M&A.Selected Achievements: Appointed finance lead in the successful implementation of Cognos Business Intelligence tool, providing real time profitability at various levels of detail, including customer, sku, and sales rep Participated in the development of a plan to improve profitability by 10%, including a detailed plan to consolidate two manufacturing facilities in Ontario, exiting unprofitable market segments, headcount reductions, and various cost out initiatives Developed new manufacturing KPI’s; the implementation of which resulted in $3 million savings at one plant Implemented improvements to financial/planning reports and processes by redefining and measuring relevant cost drivers, increasing automation and standardization. These changes improved timeliness and accuracy while driving greater accountability for performance Active participant on the M&A team for a potential acquisition of a US based Pipe manufacturing Company. The due diligence work uncovered a material issue, which resulted in our walking away from the deal

Tasked with the integration of three companies, revamping and simplifying financial reporting and transitioning the company from public to private.Selected Achievements:  Realized $4m in cost reductions within the first 12 months following amalgamation with an acquired company, increasing gross margin from 10% to 18% Participated in M&A activity, targeting a US based contract manufacturer. My involvement including a lead role in financial modeling and due diligence, team member for contract negotiations, arranging financing with private equity investor, negotiating amendments to current bank agreement and liaising with legal. Completed $10m asset based credit facility and subsequently $1m bridge financing Successfully negotiated extended payment terms with critical vendors during periods of limited revolver availability Re-engineered financial and payroll reporting resulting in a 50% reduction to reporting cycle time while significantly improving data integrity Lead role in development and implementation of a comprehensive business planning process, including detailed revenue, capital, labour and operations forecasts with relevant KPI’s to measure performance of various business units and functional areas Guest presenter and participant at all board meetings Collaborated with senior management in the development and implementation of the strategic plan Successfully privatized the Company in order to realize additional annualized savings of $1 m (25% reduction to operating expenses)

Led a small corporate finance team providing operational analytics to the operating sites in China, USA, Mexico and Canada. Selected Achievements: •  Part of leadership team that achieved the highest Net Income in company’s 25 year history. My contribution included implementing weekly and monthly KPI’s for production tracking, customer profitability and working capital management Completed $45m asset based refinancing which resulted in a $10m increase to borrowings by adding Mexican inventory to the borrowing base  Developed and implemented foreign exchange policy utilizing natural hedges and financial instruments, resulting in a significant reduction of foreign exchange risk during the budgeting period. Guest presenter and participant at some Board meetings Completed a detailed review of world-wide insurance policies resulting in a 35% reduction in annual premiums

Led team of 13 (Assistant Corporate Controller, AP/ AR/ Credit, Payroll) to manage and maximize working capital and improve departmental efficiencies.Selected Achievements:  Reduction of debt by 48% from 2006 - 2008 by leading monthly reviews with the Executive Team and Business Unit Leaders Improved borrowing base by 15% through increasing inventory eligibility (18% to 34%), reducing > 60 day accounts receivables by 30% ($1m), increasing accounts receivable eligibility from 85% to 88% and negotiating higher vendor terms  Raised approximately $9m in lease financing for assets acquisitions, including $750,000 raised in the midst of the economic downturn in quarter 4, 2008 Rebuilt the shared services team by hiring new managers, conducting a thorough review of work procedures and transferring certain services to Mexico, realized 15% labour savings Lead role in a cross functional team that utilizes Kaizan methods to improve the efficiency of the purchase order to payment cycle. The result was a 75% reduction in problem invoices, a 25% staff reduction in the AP department and improved vendor relations Acting as Corporate Representative and Project Lead, successfully defended the Company in a $50m US lawsuit  Worked with business development to redefine pricing and quote model  Automated payroll processes and reporting, including successful integration of audit reports, resulting in 40% reduction to cycle time while substantially improving data integrity Researched revenue recognition, including Bill and Hold and Multiple Deliverables, to optimize customer contracts while adhering to Generally Accepted Accounting Principles Served as Interim Controller for expansion into Asia: Implemented financial systems, developed pricing model, established KPIs and worked with CFO to establish legal and banking structure. Successfully moved $45M in manufacturing revenue with no loss of customer

Oversaw transition of company from private to public, managing all aspects of corporate finance including AP/ AR/ Treasury/ Credit and external reporting. Selected Achievements: •  Worked with Executive team to engineer a reverse take-over in 1999 Completed contract review and due diligence for 7 acquisitions. Subsequently, an active member tasked with systems integration of acquired companies  Participated in Company’s IPO in 2000 (Nasdaq and TSX) – Lead role in preparation and administration of both financial and forecast reporting requirements during the IPO process Rebuilt the finance team for 11 manufacturing plants world-wide in order to strengthen the talent pool after becoming a public company Reduced month-end reporting time by 40% – including full site review and consolidation – and Credited with developing all month-end reports from scratch Finance lead in the implementation of MAX MRP system and Great Plains Dynamics Financial systems, including chart of accounts and integration of MRP with Financial System  Developed forecasting model that delivered a detailed site by site and consolidated forecast in only 1 day Lead role overseeing the completion of annual audits and quarterly reviews