Jim Doerr Email & Phone Number

Phoenix, Arizona, Us

Foxborough, Massachusetts, Us

Co-founded company in 2008. Led all due diligence efforts for four follow-on acquisitions, one divestiture, and ultimate sale of business in 2016. Developed robust capital expenditure process to ensure focus on EBITDA generating projects and short payback periods (generally under two years). Established detailed process to have facility management focus on variable spend items to increase profitability. Directed all accounting, finance, and administrative functions, including IT, HR, legal, tax, treasury, and quoting. Performed sell-side and buy-side quality of earnings reporting.•Drove sales increase from $70M in 2008 to $220M in 2016 at time of sale to new PE partners (with corresponding increase in EBITDA from $7M to $33M).•Subsequent to acquisition by new PE partners in 2016, grew the business to $500M in sales and $55M+ in EBITDA (through both acquisition and organic growth).•Established process to lower working capital by more than $10M and improve overall cash flow.•All acquired businesses had decentralized administrative functions. Led effort to design and implement a centralized shared services model for finance, HR, payroll, IT, and legal. •Led integration of all acquired businesses resulting in synergies in excess of $15M combined.•Established best practices and eliminated financial “surprises” (forecasting, balance sheet account reconciliations, began booking COGS at standard plus period variances, changed accounting methods for depreciation and bonus accruals). This enabled the company to better anticipate changes in the business and allowed management to be proactive regarding decisions and actions about the future.•Established detailed quoting/pricing model and team to ensure company won right programs at right level of profitability.•Implemented over $8M (representing over 12% of the total costs in the company) in cost cutting measures during 2009 global recession.•Transitioned all businesses onto one common ERP system (IQMS).

Us

Directed all accounting and finance functions, including managing shared services accounting department as well as financial analysis staff worldwide. Provided management oversight of global IT staff. Led finance and legal portion of due diligence process during sale of Tech Group to West Pharmaceutical Services. Oversaw transition from privately held company to publicly held company, including Sarbanes-Oxley (both Section 302 and 404 compliance), information necessary for SEC reporting, transition to new West corporate policies, and changes in management structure. Led company-wide annual operating plan and long-range plan process.•Moved to centralized shared services model with strong financial analysts at divisions.•Expanded health insurance benefits and increased the 401(k) match.•Improved financial reporting and analysis (forecasting, balance sheet account reconciliations, documented policies, and changed the formatting of the financial statements) to increase focus on manufacturing variances and Operating Income. •Built internal audit function.•Sold Star Container to Captive Plastics in 2001 ($20M purchase price, sales $20M, EBITDA $2.2M in FY00).•Sold Top-Seal Corporation to Drug Plastics and Glass in 2001 ($30M purchase price, sales $25M, EBITDA $4.5M in FY00).•Sold 50% investment in Tech Mold JV for $5,000,000.•Acquired patient utensil assets of Bemis Manufacturing for $1,000,000.

Us

Established and directed all division accounting and finance functions. Led integration of both acquired businesses. Acquired assets of American Precision Plastics in 1997 ($25M purchase price, sales $25M, $5M of EBITDA, $9M of assets). Acquired assets of Vollrath Group in 1999 ($22M purchase price, sales $27M, $4M EBITDA, and assets of $12M).

Oversaw all finance, legal, and HR functions. Led finance, HR, and legal process allowing business to sell minority interest to Land O’ Lakes. Secured $10,000,000 in equipment lease financing. Negotiated long-term manufacturing agreement with major food company. Negotiated long-term contract with outside sales and marketing firm. Led annual strategic planning team responsible for developing one-, three-, and five-year strategic/financial plans. Implemented self-funded health insurance reducing program cost by 30%. Implemented new ERP system (Cimpro) replacing system that was constraining ability to expand.