Gerald Nardella, Mba, Cma Email & Phone Number

Chicago, Il, Us

San Francisco, Ca, Us

Chicago, Illinois, Us

App startup that helps truck drivers save time and money at their pick up and delivery locations.

Coralville, Iowa, Us

Head of Finance reporting to President. Developed financial model for Series B $75 million fundraise led by KKR.

Chicago, Illinois, Us

Named the #234 Fastest Growing Company by Inc. 500 in 2012, myFootpath provides over 1,000 colleges with marketing services ranging from lead generation to full-service enrollment management.At myFootpath, I helped lead the company through profitable rapid growth by creating the first formal budgets and performance metrics and building out the accounting department. As the company grew financial analyst and accountant positions were created to support the growth. Responsible for 100 employees covering finance, accounting and operations. Implemented processes, procedures and measurements to drive the company to successive years of record profit margins and profits• Created budgets and detailed operating plans including identifying key objectives required to achieve plans. Worked with founder to refine strategic plan as market conditions changed• Developed Key Performance Indicators (KPIs) and daily/weekly/monthly reporting• Managed banking relationships in a leveraged environment including paying off debt, opening a bank line of credit, and supporting debt raise to fund new division• Managed long-term contract revenue recognition and created a database to track and manage revenue backlog • Overhauled performance based pay and incentives for call center employees. Incorporated requirements on quality and compliance with productivity rewards resulting in improved productivity and improved quality/compliance at the same time• Developed and taught sales training to new employees as part of the on boarding process. Training materials included customer focused sales principles and flowcharts to guide employees through our sales process• Developed financial and operations supervisory staff including promoting call center representatives to supervisors and supervisor to call center manager

Alphen Aan Den Rijn, Nl

Global leader in information services and solutions for professionals in tax, accounting and legal sectors; headquartered in the Netherlands with 19,000 employees worldwide.Two Engagements 2008 and 2010• Subscrition Software (SaaS) pricing analysis covering 10,000+ customers. Evaluated impact on revenue by segment allowing company to plan and manage customers through pricing changes• Analyzed 400,000+ transactions and recommended freight pricing system for SAP

deBoer Transportation, Inc. is a privately held full service, asset-based transportation and logistics provider with 500 employees. Nationwide operations include equipment and maintenance facilities.Responsible for 450 employees covering all operations and maintenance for the company. • Reorganized customer service and the company’s approach to obtaining new business, changes brought in $6 million of annualized new business • Instituted measurements and developed reports to focus on equipment and driver utilization. Increased driver utilization by 10% quarter over quarter

Chicago, Il, Us

Member of PE-backed management team to create asset light logistics company. Evaluated financials from acquisition targets, created pro-forma financial and strategic plans; conducted pre-acquisition due diligence at four targets, resulting in one offer to acquire. Owner rejected revised offer based on due diligence findings.

King Of Prussia, Pa, Us

Industrial manufacturing and service company, including engineering custom products, providing technical engineering support and on-site project management at customer locationsResponsible for full P&L financial reporting and analysis, cost and margin analysis by product line, budgets and capital projects. Interim roles as Operations Manager and Project Engineer.• Developed new reports for analysis and to guide operations. Region has reported record or near record profits since 2006. • As Interim Operations Manager reorganized processes to improve on-time service. Improvement from 60% average in 2003-2005 to 90+% in 2006-2008• Implemented Epicore ERP software for the Midwest Region.

Owned and operated English language school in Italy. Business sold for 50% more than the purchase price after 3 years

Chicago, Illinois, Us

$1 billion company with 19 senior care communities, 3000 employeesPrepared 2005 budget and associated board presentation, consolidated budgets from 11 different controllers with 19 locations and 3000 employees.• Developed KPIs and reports to track metrics• Developed board presentation and prepared Chief Financial Officer to make presentation to board

Provided large retailers and grocers with ATM services. Grew automated teller machine (ATM) network to a national presence in 3 years, and successfully sold the assets and operating contracts to one of the world’s top five largest banks looking to expand its presence in the US.

Privately held transportation and logistics company with $30 million in revenue, operations at 7 locations and over 300 employees. Sold in late 2001 to a large publicly held company. Started as Financial Analyst and moved up to Director of Finance and then ultimately CFO. Responsible for: accounting, finance, treasury, information systems, purchasing, and human resources. Assisted owner in the marketing and sale of the business. • In first year as CFO orchestrated a turnaround from a loss year and followed with two years of years of record profits. The business was then sold to a public company completing the owner's exit strategy. • M&A - acquisition integration, due diligence, and financing• Developed flexible budgets based on business levels and overhauled monthly business review process. Added non-financial metrics to tie business processes to financial results. • Active in business development, participated in sales calls/new business proposals with large accounts (Fortune 500 companies) including presentations at customer’s corporate offices.• Developed and co-taught three-day quality class. Over 60 managers and supervisors were trained in problem solving, process mapping, documenting procedures and working in teams.• Developed cost and profitability models used for pricing, customer analysis, equipment utilization, and operational analysis of traffic lanes. Priced all major customer bids.• Created process to systematically review profitability of current customers and evaluate new business opportunities ensuring they meet annual and strategic goals.• IT: Member of TMW’s (industry software) customer steering committee, spearheaded major system upgrade and implementation of SQL reporting tools

St. Paul, Mn, Us

Fortune 500 specialty chemical company that provides cleaning supplies to the restaurant and hospitality industries and manufactures private label CPGs. In 1995 sales were $1.3 billion with over 9,000 employees in over 30 countries worldwide.Rotation of roles training/development program - Plant Controller/Production Manager (3 years), Project Engineer (2 years), Production Supervisor (3 years)• Created process safety management program. Led teams at different plants that analyzed, documented and implemented best practices improving reliability, quality and safety.• Managed engineering projects at $300 million plant. Scope included creation, capital budgeting and justification (with NPV calculations) then managing projects to completion• Evaluated production alternatives for small ($8 million) specialty division, then managed project to move production, resulting in better quality, shorter lead-time and lower costs• Prepared budgets and new product costs using activity based costing• Implemented corporate processes at newly acquired plant including ERP implementation and cycle count program. Reduced inventory levels from 50 Days on Hand to 25 DOH

Mba

Bs, Chemical Engineering

Bs, Computer Science