Steve Burke Email and Phone Number

Recruited to run private equity buy-out of $8 million family run pharmacy-automation company. Provided strategic and financial leadership for treasury, financial forecasting and reporting, logistics, service and manufacturing. Major responsibility for turnaround performance. Negotiated and maintained domestic and international manufacturing partnership agreements. Member of two-person Executive Team. • Oversaw operational ramp-up on sales growth from $8 million to over $30 million• Implemented first-ever annual budgets; decreased expense to sales ratio from 32% to 26%• Converted “checkbook bookkeeping” to strong financial control environment (Great Plains)• Chose OEM partner and transitioned product sourcing; lowering unit cost by 12%.• Established and maintained relationship activities with company’s lenders and equity holders

Recruited as consultant to Board to investigate and improve balance sheet for $55 million NASDAQ-listed, digital imaging manufacturer with strong product line and struggling management. Assumed CFO role upon termination of CEO and CFO. Significant responsibility to provide turnaround leadership. Provided strategic, financial leadership, and directed treasury, financial reporting, information technology, logistics and investor relations. Member of two-person Executive Team• Discovered, then corrected major accounting discrepancies in prior years’ financial statements• Restated four years of financial statements followed by successful audit• Reduced inventory carrying value by $12 million in first year• Reduced DSO from 165 to 95 days by implementing stronger billing/collections processes• Installed fiscal discipline, budgeting & forecasting; lowered expense/sales ratio from 42% to 36%.• Directed implementation of new $2.5 million proprietary ERP system; on time and under budget• Conducted extensive review and re-implementation of standard GAAP policies and procedures

Recruited to provide financial leadership for nascent, commercial-stage, VC-backed, pioneer of Biotechnology (Biochip) arrays. Responsible for strategic financial direction, treasury, financial reporting, Capex and partnership contracts. Functioned as financial partner in the design and execution of co-development business model. Member of four-person Executive Committee.• Brought fiscal leadership and financial direction and commercialization to an R & D effort• Installed fiscal discipline, budgeting and forecasting; established cost accounting system• Lowered cash burn rate by 28%• Implemented fiscal accountability to largely scientific staff• Prepared financial input for S-1 registration document

Recruited to serve as first CFO for development-stage cardiovascular medical device manufacturing company to prepare for IPO / merger. Directed cash management, financial reporting, Capex, financial analysis, strategic planning, human resources and Venture Capital / shareholder relationships.• Established controls and tightened purse strings; reduced cash burn rate by 22% monthly• Successfully renegotiated $2 million bank line of credit• Reduced future IPO expenses by executing reverse stock split as part of third round of financing

Led market development and service delivery of Internal Audit Services to Fortune 500 clients. Successfully recruited experienced, senior executives to market and deliver services.• Established audit teams in four Midwestern cities to address local market opportunities• Achieved $800K of new business in 24 months

Led finance function for $450 million orthopedics manufacturing division of $1.7 billion London-based FT100 health care company, including accounting and financial reporting, Capex, financial analysis, strategic planning, budgeting, credit management and purchasing for worldwide operations• Reduced overhead by $7 million by leading cost reduction analysis• Researched, analyzed and implemented new ERP System (BPICS)• Implemented first-ever strategic business plan, focused need for new product development• Conducted in-depth analysis of two potential M&A targets and recommended both for acquisition

Directed financial operations for $850 million North America-Japan Group of eleven subsidiaries: consolidations, corporate and SEC reporting (U.K. & U.S. GAAP), policy and procedure generation and implementation.• Implemented common reporting package across all entities to focus on results and issues• Initiated accountability and management responsibility for international business units

Managed worldwide audit function for $1.4 billion cardiovascular medical device manufacturer. Implemented total reorganization and redirection of department, turning around department reputation.• Discovered and corrected major Foreign Corrupt Practices Act violation• Discovered and led investigation of three major international fraud occurrences• Reduced external audit fees by $400K by shifting internal audit focus to risk-based auditing

Managed finance function for $400 million sales and marketing division with 25 international subsidiaries. Directed consolidation of financial statements, budgets, forecasts and financial analysis for division. Extensive leadership role in selection and training of local controllers and finance directors.• Significantly strengthened financial control; instituted dotted-line financial reporting structure• Lowered corporate, global tax rate by 2% by changing and redesigning transfer-pricing structure

Promoted to financial responsibility for new division of 25 nationwide facilities (combined sales $100M).

Promoted to financial, operational and administrative responsibilities for multi-location subsidiaries (combined sales $70 million). Interim CEO for four months. Received Manager of the Year award.