CFO Services• Develop business plans – annual and long range, for internal use and improving bank relations• Analyze the business – ascertain the cost drivers of the business; identify profitable customers and what distinguishes them from unprofitable customers; develop meaningful management reports• Identify and implement process and cost improvements• Cash flow management and forecasting – where is the money coming from / where is it going• Crisis management – identifying early warning signs and guide through turnaround actions• Assist with forecasting• Project analysis – capital expenditure and operation change impact and payback

$35 million, privately held manufacturer of girls’ tights. Hired by the President to improve information and generate reliable financial data and analysis for operating the business in a time when profits were under pressure and cost containment was crucial. • Responsible for accounting, A/P, A/R, payroll and IT. Blended the formality and structure from large companies with the adaptability of a smaller company to create a team culture that was productive yet enjoyable to work in.• Successfully improved banking relationships from adversarial to productive by improving the quality of communication.• Developed a detailed Operations / Financial Reporting package and wrote the underlying analysis of activity used internally and externally. • Met with Sales, Production and Shipping to identify key product cost drivers. Net result: lowered unit costs by 5-10% and maintained the company’s profitability despite strong customer-driven price pressures.• The business was highly seasonal creating extreme fluctuations in cash flow. Created “partnership” relationship with vendors to extend payments terms in return for stronger annual purchase commitments. • In response to a drop in demand, helped the company implement a new business model, which eliminated manufacturing operations and replaced them with 100% sourcing. Net result: In 9 months successfully reduced costs 1-2%, improved sustainability, significantly reduced our fixed costs and turned idle assets into $2 million. - Prepared the announcement to be presented to all employees, government officials, and media. - Worked closely with North Carolina and U.S. labor officials to take the proper steps in this action (WARN notice and TAA coverage); - Negotiated the new lease for distribution warehouse/office space and set-up the new facilities infrastructure: phone systems, IT systems, insurance changes, security, etc.

Manufacturer of industrial equipment sold to conveyor system manufacturers and industrial equipment distributors (i.e. Bearings, Inc.). Worked at plants ranging from $35 million to a $400+ million division headquarters. Senior Analyst – Corporate strategic sourcing project (1999-2000)Manager, Industrial Engineering (1998-1999)Business Unit Controller, Engineered Motors Division (1997-1998)Group, Accounting Manager (1995-1997)Group, Cost Accounting Manager (1992-1995)General Foreman, Plant (1990-1992)Analyst and Plant Controller (1979-1990)• Saved $2.7 million by analyzing purchasing patterns and consolidating suppliers (using a McKinsey & Company model) reducing supplier categories 90% and lowering costs 9%.• As General Foreman (responsible for machining, assembly and shipping) significantly improved on-time deliveries from 60% to +90% and reduced lead-time through simple visual cues for assembly scheduling. • Reduced month-end closing (from 5 days to 1) by rethinking the pre-closing schedule, integrating systems and instilling best practices for the group’s headquarters and nine plants. Time saved was spent analyzing results and delivering information to management faster to improve decision making.• Successfully led a project team to incorporate “work cell systems” wherein equipment was repositioned in the plant to produce a complete finished product in one small section. Net result: improved material flow, eliminated extra inventory and streamlined internal logistics in the plant. • Product and operation analysis for cost reduction of 10% at $125 million plant by focusing on reducing rework and outsourcing needs along with improved product flow.

Held a variety of posts in accounting and planning. Finished as liaison between company and Department of Energy auditors.