Mark Mishler Cfo Coo Mba Cpa Cma Erp Supply Chain Lean Email & Phone Number

Morristown, New Jersey

Providing CFO leadership to growing companies:+ Medical device contract manufacturer - M&A structuring and due diligence; raising capital; model five-year sales and EBITDA growth+ Laboratory testing public company - SEC reporting+ Food manufacturer and distributor - improved financial close by 14 days; designed Board of Directors reporting package; improved trade discount process+ Pharmaceutical global manufacturer - global shared services strategy+ Pharmaceutical global manufacturer - enhance value proposition

A $100 million NYSE global aerospace manufacturer with significant private equity ownership, growing 11% annually. Increased stock price by 117%.• Cured an inherited debt covenant default and prepaid debt 1.3 years early. Obtained new $35 million unsecured debt facility with an acquisition accordion. .• Reduced net debt by $16 million by achieving DPO>DSO from collecting past due accounts receivables and extending payable terms. Initiated vendor early payment discounts saving $0.4 million.• Reduced medical costs by $1 million. Revised FAR overhead rates boosted profit by 4%. • Developed DCF/IRR model to prioritize R&D investments saving $2 million and through Earned Value (EVMS), project measurement, and measuring labor utilization.• Improved accounting close by 20 days to 4 days with Lean Kaizen which reduced staff headcount by 4. • Met SEC large accelerated filer status. Reduced Sarbanes Oxley internal controls from 268 to 137 by eliminating manual processes and duplicate systems.• Realized $6.2 million tax cash savings and reduced effective tax rate from 42% to 37% saving $0.5 million.

• Increased stock price by 47%.Managed financial integration meeting a three-day accounting close on a variable costing basis. Achieved cost synergies of $2 million. Prepared post-closing valuation/purchase price allocation that improved profit by $1 million.• Reduced freight costs by $1.1 million. Negotiated $0.3 million customer profit gain with $3.3 million cash flow benefit. Reduced state tax assessment by $0.3 million and lowered bank fees by $0.2 million.• Improved internal controls at China joint venture by hiring and developing finance staff. Converted to IFRS.• Restructured Medicare medical billing function and implemented staff balancing process saved $0.5 million.• Arranged revolver, term loan, and senior debt for a $600 million Europe acquisition to fill a strategic distribution gap. Perform valuation and purchase price allocation for three acquisitions. Stock investor relations contact and road show presenter.• Managed $160 million investment account reducing auction rate securities to $24 million. Started operational audits.• Improved accounting close by two weeks, implemented FIN 48 tax pronouncement. Improved DSO by three days. Implemented tax transfer pricing.• Consolidated bank accounts by 40% that increased interest income by $0.5 million. Improved 401k return by 50%. Reduced insurance costs by $0.2 million, or 17%.

• Prepared/filed three SEC10-Qs in six weeks. Accelerated accounting close by fifteen days. Reduced 127-person global financial staff by 14%. Developed 13-week cash forecast and borrowing-base calculation for bank reporting.• Led Sarbanes Oxley risk assessment per COSO and COBIT, established and documented controls, and wrote procedures to remediate eight inherited material weaknesses. Implemented AS 5 risk-based entity controls.• After six months, assigned global Information Technology management. Managed consumer pricing.

• Direct financial reporting, cost accounting, and planning at 12 plants. Prepare SEC 10-K & 10-Q and the AICPA published the 10-K as a good example. Improved year-end audit adjustments by $3.1 million and answered SEC comment letters with no SEC reply. Accelerated accounting close by ten days and reduced financial staff by 50%.• Led development and implementation of Oracle ERP. Implemented e-mail and frame relay intranet.• Implemented activity based costing that saved $4.0 million. Designed tool crib policy that saved $2.9 million.Saved $1.3 million with $10 million sale-leaseback of plant assets. Improved plant controls saved $1.8 million.• Reduced working capital by $13 million. Established foreign debt structure to form a natural foreign currency hedge that reduced volatility 90%. Saved $1.7 million in plant capital spending by benchmarking and analytical review.• Established and negotiated debt covenants for a $200 million financing. Provided bank compliance for troubled debt restructuring. Prepared shareholder press releases and annual reports. Implemented Sarbanes-Oxley.• Created balanced scorecard of 23 profit drivers. Established cost reduction methodology saving $30 million.• Integrated two successful acquisitions and negotiated divestiture. Saved $14 million in joint venture restructuring. Evaluated strategic fit and due diligence for Brazil M&A.

Manage international finance and accounting for 40 plants in 30 countries.

Mba, Finance

Activities and Societies: President - Michigan Business Students Association; Elected to Student Council after a school-wide campaign.

Ba, Chemistry

Activities and Societies: Dean's List; Sigma Pi fraternity pledge trainerAlso earned B.A. Biology in 1980

B.A., Biological Sciences

Education record

Activities and Societies: Adjunct Professor