Ken Jacobson Email & Phone Number

Over this period of time, I have worked on a variety of engagements over diverse industries fitting my profile. See two highlighted engagements below. Engagements include services providing financial, organizational, operational, and exit strategy advisory services.

Turlock, California, United States

An $80 million almond processor selling both commodity products and value-added ingredients to other companies that market to consumers. A market leader in their space. Brought on by owners as an interim CFO and strategic advisor to move financial reporting from QuickBooks to a best in class financial software, develop metrics that investors would find relevant, recruit a VP of finance, move credit facility to a nationally recognized financial institution from a community bank, internally implement EOS, vet and retain a nationally recognized accounting firm to conduct the first GAAP review for 2023 and prepare for a first ever 2024 audit, work with legal counsel to establish a written code of governance between the three owners, and engage an investment banker. Mission accomplished. In addition, developed the first variable cost/contribution margin model to allow the client to understand what customers/products were winners/losers. Responsible for company functions of Finance, Human Resources, and Information Technology.

Southfield, Michigan, United States

An aggregator of POTS and Broadband for multi-state businesses also offering a host of communication solutions. The company was sold to a strategic buyer in August of 2022. Returns to owner well above expectations.Brought on by Owner and President as a Strategic Advisor/fractional CFO to improve financial reporting, develop metrics that investors would find relevant, mentor Director of Accounting for vacant CFO role, implement Entrepreneurial Operating System (EOS), lead company’s first acquisition to diversify offering into increased Broadband, and lead sale of company.

Clinton Township, Michigan

Clinton Township, Michigan

A Michigan Iconic brand, Sanders using the highest quality ingredients and original hand-crafted recipes since 1875, continues to create innovative, old world, artisanal style confections. Sanders premium, gourmet chocolates, dessert toppings and confections are so delicious that they are worth sharing with family and friends. The company continues to grow, with revenues now at $46 million and is recognized as a national brand and a super-regional confectionery producer. It is proud to have achieved SQF level 3 certification. Sanders maintains a large distribution network through its strong relationships with key retailers and distributors delivering through channels including club, grocery and convenience. The company also operates its own retail shops and e-commerce operations.Sanders was recognized by the Detroit Free Press as one of the Top Workplaces in Michigan in 2017 and was acquired by Kar's Nuts in late 2018. I came into the company at a time of explosive growth focusing first on breaking production constraints and then leading the company through a successful sale. The transaction was awarded the 2018 All Star Deal of the Year Under $50MM Revenue by the Detroit Chapter of the Association for Corporate Growth. Utilizing the tenants of the Entrepreneurial Operating System (EOS), I led a group of senior leaders that broke through a dozen production constraints that enabled the company to grow revenue by 21% and increase profitability by 44% in 2018

Troy, Michigan

Continental Services is Michigan’s largest independent food management company at $110 million, and one of the nation’s top 50 food management providers. Came into the company at a time of continued above industry average top-line and EBITDA year over year growth to take the company to the next level. Hand picked best of the best deal team, led and successfully closed a recapitalization transaction with PE. Selected and implemented BI tool to overlay over 5 separate general ledgers to automate reporting and budgeting across all service lines of company to provide actionable data to allow company to continue its double digit year over year EBITDA growth. Re-engineered budget process to move from top down to bottom up, building buy in and accountability at the site and service offering level. Developed company’s first event level P&L, allowing operators to track gross profit from as sold vs. executed. This gross profit analysis became a key performance metric in operator performance, providing for greater accountability. Produced professional grade monthly reporting packs with key issue narratives. Reduced time to monthly close from 30 business days to 12. Moved the company from year-end compiled financial statements to GAAP based accrual audited statements by leading a Quality of Earnings exercise that normalized existing accounting data towards a full on accrual basis, resulted in protected EBITDA both historically and in year of transaction significantly increasing Enterprise Value, and resulted in minimal EBITDA audit adjustments of NEWCO. Successfully handled post transaction integration of OLDCO into NEWCO by leading design of going forward accounting rules, design of re-implementation of current ERP system consolidating 5 general ledgers into 1, collaborating in walk across purchase accounting/audit of opening balance sheet, and preparing purchase price adjustment schedules.

Troy, Michigan

As EVP/CFO and acting general manager of the closely held exhibit builder and trade show program management company, provided the vision to begin reducing the company's exposure to the "Big Three" in advance of the collapse of the automotive industry in 2009. Expertly managed cash to build a cash position that sustained the company through the bankruptcy of its largest client, GM. Worked within the constraint of legacy information systems to build a simple and reliable job cost system. Significantly reduced bank loan commitments and total leverage to bring stability to company during the Great Recession.

As managing director within Restructuring practice area, earned the designation of a Certified Turnaround Professional by the Association of Turnaround Professionals in 2007. This certification for professionals engaged at least five years in the turnaround, crisis management, restructuring and renewal of troubled enterprises is the Association's highest individual achievement. One must pass a comprehensive exam that includes sections of finance, business law, and general management and meet stringent standards of education, experience, professional conduct as well as display a track record of client engagement success.

Co founded The Pillar Group, a consulting firm that focused on serving the needs of closely held businesses in a variety of industries. I headed up the restructuring practice. In six different engagements, I served several clients in the position of interim CFO, generating millions of dollars of positive cash flow and earnings for the company's owners.

Brought sustained financial stability to this closely held exhibit builder and trade show program management company at a time of ownership change and subsequent key management defection. Through expert cash management, significantly reduced both bank loan commitments and total leverage. Built a high functioning finance team and brought a professional management approach to the administration of the company. Reengineered contract management and developed and implemented a system of Activity Based Costing that drove project/program profitability and created millions of dollars in shareholder value.

As a key member of the business leadership team at this business unit of a British publicly traded company that designed, fabricated, and installed paint systems for industrial and automotive clients, designed the unit's first comprehensive cash forecasting and management tool. Also led a strategic planning initiative that resulted in the first written strategic plan of one of the divisions within the Haden business unit.

Championed the successful corporate work out of this closely held tooling and equipment supplier to the "Big Three". It provided my first experience of refinancing a company as I was responsible for obtaining a $10 million dollar asset based loan package to allow the company to exit work out. Reengineered contract management and job costing that created millions of dollars of shareholder value.

At the age of twenty five began what would be a energizing career in corporate renewal. Led my family business, a wholesale distributer of HVAC products and a sheet metal fabricator through both a financial and operational restructuring. At the birth of the computer age for small business, implemented a cutting edge computerized inventory system and was one of the first in our business space to install point of order computer terminals for automated order entry.

Served on audit team for clients that included Union Bank & Trust and General Host. Led audits for 4 different closely held businesses.

Bachelor Of Business Administration (Bba)

Master Of Business Administration (Mba)