Jeff formed Evolution Business Advisors to support privately held small and mid-sized businesses who are in an evolutionary stage. Whether that evolution is organic growth, financial restructuring, acquisition or a business transition, Jeff has the experience to help you strengthen and advance your business.

Hannah’s Treasure Chest responds to the needs of less-fortunate families by providing social service agencies in Montgomery, Butler, Greene and Warren Counties with clothing, toys, books, furniture and other essential items. Items provided are based upon a needs assessment from the social services agencies.Hannah's has strong support from financial corporate and individual contributors with the majority of their contributions coming as gently used clothing, baby equipment, furniture and other children's items. A book or age-appropriate toy is included with each child's package.A part of their mission, Hannah's Treasure Chest also manages a Giving Angel program which provides hundreds of area children and their families with presents for Christmas.

A financial leader with experience in varied industries, including manufacturing and distribution, construction supplies, sporting goods, consumer products and professional service companies. Having served firms ranging in revenue from $25M to $1B as a CFO, Treasurer and Controller. Jeff has taken a company public and has twice managed the external financial reporting requirements of a publicly trade corporation.With over 15 years of experience with private equity financed organizations, Jeff brings a strong understanding of cash management, fiscal control and creative process improvement. Now a Certified Business Transition Expert, he has played an active role in over a dozen strategic acquisitions and divestitures with deals ranging from $1M to over $200M. His duties have included due diligence, financial modeling, contract negotiation and post-acquisition integration. Jeff's clients include manufacturing firms, a professional engineering firm, an automotive repair company, an IT solutions provider, ready mix and aggregate firm, and an equipment rental company.Jeff strongly believes that a CFO must be a strategic partner with the business owner or CEO. His business skills have helped firms through cyclical business swings, recessionary pressures and periods of strong growth.Jeff thrives in challenging situations where he can draw on his business acumen to improve the operating results and help companies grow. His areas of strength and achievement included:• Cash Management• Cash Forecasting• Timely Financial Reporting• Developing and Implementing Business Metrics• Assisting Business Owners with Exit Strategies• Banking Relations and Alternative Financing• Strategic Planning and Budgeting• Variance Analysis• Coordination of Financial and Collateral audits• Business Process Improvements• Staff Development, Evaluation and Training• Accounting System Implementations• Acquisition Due Diligence and Integration

Responsible for the banking, money management, credit and payables. Reporting to the CFO. • Instituted a daily cash tracking system, improving cash investing and forecasting in very lean periods.• Negotiated four sale and leaseback transactions, raising $78 million.• Managed a credit and collections team with 14 employees in an extremely difficult construction market.• Led payables with a staff of 10, paying over 190,000 invoices annually.• Reorganized the payables function, bringing in new leadership and replacing 50% of the staff resulting in a smaller department, shortened processing time and dramatically improving morale in Purchasing & AP.• Implemented an alternative payment program utilizing ACH and credit cards; 55% of dollars converted in the first year of the program.• Implemented a P-Card system simplifying the purchasing process.• Led employee training programs for regional office management personnel.

Responsible for the finance and accounting functions in NV following the sale of Silver State to CalPortland.• Managed a staff of nine, reporting to the Senior VP/GM of Operations for Nevada and Arizona.• Led the integration of NV operations onto the corporate SAP systems.• Headed a CalPortland committee to integrate Taxware, multi-state sales tax software, into SAP’s billing module.• Improved budgeting techniques for the AZ regions using zero-based budgeting.

Responsible for all aspects of finance and accounting, including banking relationships, financial results, acquisition due diligence, budgeting and forecasting, credit and collections, risk management, benefit administration, audit and tax. Sold to CalPortland April 2008.• Managed a staff of 10 including 4 professionals.• Integral in the sale of the Company and associated due diligence.• Grew the Company through acquisitions to become the largest ready mix provider in the Las Vegas market.• Rebuilt an accounting function that had fallen into disarray due to the loss of the Controller.• Dramatically improved the accuracy and timeliness of financial reporting utilizing Great Plains and FRx.• Coordinated all risk exposures and administered the company 401K retirement plan.

Formed in 2004, a $475 million consumer products company that owned Anchor Hocking glass, WearEver cookware and the Burnes Group photo frames, albums and scrapbooks. Manufacturing in the US, Mexico and outsourcing products from Asian suppliers through a captive purchasing unit based in Hong Kong. Four weeks into my tenure the private equity parent chose to discontinue funding, resulting in a Chapter 11 filing.Initially reporting to the Senior Vice President and CFO, and upon his resignation served as Interim CFO.• Managed a Corporate staff of 24 and Division staff of 31, including finance and IT.• Led the Company's bankruptcy filing process preparing Statements of Financial Affairs filings for 16 legal entities in less than 2 weeks. Subsequently filed Monthly Operating Reports with the court.• Testified in bankruptcy administrative hearings in Delaware.• Assisted in preparing Burnes Group and WearEver for an auction sale.

Huffy asked me to return as a consultant to assist with financial reporting and a variety of corporate finance needs. The company emerged from Chapter 11 bankruptcy in October 2006 as a private entity settling an SEC inquiry. My engagement lasted 10 months.• Assisted E&Y in computing country NOLs and minimizing the loss of tax attributes.• Advised management concerning fresh start accounting.• Managed the closure and audit of legacy employee benefit plans.

A $135 million division supplying North American distribution centers with an integrated system for high-speed sortation, conveyor systems, paperless pick products, order processing software, warehouse control systems, and materials handling automation with 4 regional sales offices supported by 3 manufacturing facilities.Reporting to the Senior Vice President and CFO.• Financial planning for the multi-plant, multi-national operation utilizing Hyperion Enterprise.• Budgeting and forecasting training for project management and engineering staffs.• Combined two subsidiaries onto a common MAPICS platform.• Analyzed monthly financial results and provided written explanation of performance to British parent.• Financial analysis to ensure cost recovery of material price surcharges.• Product profitability analysis and cost development in support of manufacturing and estimating.

Reporting to the President and General Manager with dotted line to the Senior VP - Corporate Controller of Huffy Corporation. This division was sold two days after my departure.• Financial leadership of Huffy's $91 million service segment, with over 2,500 employees and a shared financial staff of 27.• Financial planning and budgeting focused on cost reduction.• Integration of a Canadian subsidiary onto JD Edwards.• Pricing and customer quotation modeling supporting a subsidiary that lost its primary customer.

Reporting to the VP - Corporate Controller, responsible for financial reporting and business unit analysis.• Financial, managerial and public compliance (SEC) reporting, using JD Edwards and Hyperion.• Led the consolidation of finance functions into a shared resource center saving over $1 million annually.• Redesigned the monthly financial forecasting process to improve cash flow analysis.• Financial analysis of acquisitions and a review of strategic alternatives.• Hired to lead the transition to asset-based lending following a 1999 default on its borrowing.• Voted Manager of the Year in 2003.• Developed a new daily cash reporting system to monitor availability, collateral and borrowing.• Served on the Continuous Rapid Improvement task force and the Corporate Benefit Advisory Committee overseeing all retirement investments and policies.• Managed the corporate accounting staff of five professionals, three managers and 27 clerical.

Reporting to the Division VP and General Manager, responsible for all aspects of financial management, including credit, payables, financial reporting, budgeting, forecasting, cost management and property accounting.• Integrated the financial operations of the Dayton unit with the newly acquired Richmond business in 6 months.• Established review procedures and major project justification for a $2.9 million capital budget.• Implemented achievable sales territory goals for a 10% improvement in DSO.

Reporting to the CFO/VP of Finance, responsible for financial reporting, consolidation, payroll, payables, treasury, property accounting and taxation.• Completed an Initial Public Offering (IPO) on the NYSE in 1996, was subsequently responsible for SEC reporting.• Renegotiated bank financing four different times including Canadian lending arrangements.• Cash management in a highly leveraged structure. Increased DPOs to over 50, with minimal disruption.• Shortened the monthly closing cycle from three weeks to five days.• Implementation leader for an integrated manufacturing ERP system utilizing a rules-base product configurator.• Liaison to the national software user conferences. Committee chairman and presenter at the conferences.• International and multi-state tax management, including income, sales and property tax audit.• Multiple M&A analyses including the $100 million acquisition of Symons Corporation.• Helped lead the organization from a $70 million privately held LBO in 1989 to a $300 million multi-platform business traded on the NYSE.

Campco, a distributor of concrete accessories, with 11 facilities across the US. A subsidiary of Danis Industries Corporation of Dayton, Ohio, Dayton Superior's parent until 1989. Responsibilities included general ledger, financial reporting, cash management, property accounting and cost accounting.

Danis Industries Corporation was a holding company involved in construction, waste management, real estate, and concrete accessories. Performed audit procedures in conjunction with the external auditors.Danis owned Dayton Superior and Campco.

Auditor responsible for the observation and reconciliation of inventories, property and equipment.