Serve as interim CFO for four companies ranging from $5M to $12M in annual sales. Provide financial oversight, including preparation of annual budgets, cash flow projections, monthly close process, tax preparation, and refinancing plans.  Created a refinancing plan and secured a temporary line of credit and additional equipment financing to help turnaround a struggling company; as financial results improve; financing will increase to $5M.

Member of executive leadership team with oversight of IT, budgeting, cash management, inventory control, monthly financial close, P&L, GAAP financial audits, MD&A, and board of director presentations. Increased accuracy of inventory tracking by re-implementing the warehouse management system and developing improved processes and procedures. Revamped the Worker Compensation program, reducing OSHA reportable incidents by 60% in 2019, allowing the company to move from a guaranteed cost program to a loss-sensitive program and realizing cash savings of $1.2M in the first year

Stauber Performance Ingredients, Inc. was a private equity backed manufacturer and distributor of nutraceuticals and dietary supplements that acquired a manufacturing plant (New York) in 2012. Hawkins, Inc. bought both divisions in 2015 at an 11.7 multiple of adjusted EBITDA, resulting in a 33% ROI for the shareholders. Annual revenues are approximately $120M.Brought on board as a member of the executive team to lead post-merger assimilation, strategic change management initiatives, and day-to-day operations for two facilities, while also holding responsibility for overall budget preparation, monthly close process, financial reporting, and maintaining banking relationships. Led post-acquisition of a new manufacturing facility, including completion of purchase accounting, and implementation of improved processes, ultimately achieving $250K reduction of annual SG&A, $2.5M inventory reduction, 50% reduction in machine loading/setup times, and 50% reduction in sanitation/clean-up times. Facilitated sale of company to a strategic buyer, conducting presentations to potential buyers, and completing sale side due diligence, resulting in a sale for 12x EBITDA

Oversaw IT and HR while providing solid financial leadership, including budget preparation, board of directors presentations, forecasting, and cost savings initiatives. Successfully completed due diligence and acquisition of an additional facility and led post-acquisition implementation of an ERP system. Instituted monthly on-site meetings with division management to review financial results and develop key metrics focused on profitability and improved operational efficiencies. Achieved a $4M improvement in working capital by reducing labor and overhead expenses. Increased production capacity by 30% while lowering production costs by $600K by reducing labor costs, automating manual processes, and improving process flows.• Successfully completed due diligence and acquisition of San Diego facility in six weeks and led post-acquisition implementation of ERP system, cost savings initiatives, efficiencies and change management; forecasted first year income was $300K vs. ($1.1M) loss in prior year• Led initiative to reduce labor and overhead expense and inventory levels during 2008 economic decline resulting in a $4M improvement in working capital; closed two production facilities• Reduced labor costs, automated manual processes, improved process flows and increased production capacity resulting in lowering production costs by $600K and increasing production capacity by 30%• Instituted monthly on-site meetings with division management to review financial results and developed key metrics/vital factors that focused on profitability and improved operational efficiencies • Effectively negotiated new credit facility, securing a $25M asset-based loan reducing annual interest expense and bank charges by $500K• Directed staff of 15 including Finance, IT and HR; led ERP implementation for six divisions and Corporate

The largest independent manufacturer of home resort in the United States with annual revenues of approximately $90M. Led 13 staff members in the Finance and IT departments, providing performance feedback to promote professional growth and development. Developed and implemented a system to reduce after-market customer back-orders from between 60 to 90 days to less than 30 days, and improved revenues by $400K per month.  Reduced raw material inventory by $600K by instituting “kit logic” on production lines to ensure that only necessary raw materials were pulled and used in production.• Improved financial statement reporting process as the Company was 15 months behind in financial statement preparation• Developed and implemented system to reduce after-market customer back-orders from 60 to 90 days to less than 30 days and improved revenues by $400K/month• Reduced raw material inventory by $600K by instituting “kit logic” on production lines to ensure that only needed raw materials were pulled and used in production• Oversaw staff of 13 including Finance and IT

Joined the company as VP and Corporate Controller, promoted to Global Chief Financial Officer and elected to the board of directors. Served as strategic business partner and key decision-maker for North American and European operations. Transformed manufacturing processes from a traditional “push” system to a fast, flexible “pull” system, and implemented an order-to-delivery system and direct-to-customer deliveries, and outsourced logistics operations, resulting in $4M reduction in inventory levels and cost savings of $12M. Prepared North American and European operations for sale, resulting in 20% ROI for shareholders.Hired as the VP and Corporate Controller in 2000; promoted to Global Chief Financial Officer and elected to Paper Pak Holdings, Inc. BOD in February 2003; served as both strategic business partner and key decision maker for both the North American and European operations• Transformed the Company from a traditional “push” manufacturing system to a fast, flexible “pull” system resulting in lower cost supply chain and numerous competitive advantages and benefits• Renegotiated North America and European credit facilities, securing a $37.5M asset-based facility in North America and a €54M term loan facility in Europe, retiring 80% of private equity debt• Provided oversight and direction over several profit improvement initiatives including:o Order-to-Delivery – a demand-driven order-to-delivery process resulting in lower inventoryo Logistics – outsourced logistics operation to 3PL; savings of $7M to $8M per yearo Direct-to-Consumer –drop shipment capability; freight charge savings of $5M per year• Led initiative to review plant consolidation and outsource product from foreign manufacturers; savings of $4.5M per year • Developed and implemented global annual/monthly budgeting, metrics and MD&A for both internal and external parties• Responsible for monthly and annual global consolidated financial statements and forecasts in US and UK GAAP

One of the leading food and beverage companies in the United States. Total Company revenues were excess of $10.8 billion.• Led turn-around initiatives reducing projected losses by $6M in one year; division on target to be profitable in year two• Provided leadership during three M&A integrations while implementing change management, cost systems, and variance analysis during period of organizational change and rapid growth• Responsible for financial oversight and provided timely and accurate financial reporting for the Western Division; annual revenues of $500M for seven production facilities• Operated in a decentralized environment sharing regional responsibilities for day-to-day operations and setting strategic direction with VP of Sales and Production• Performed financial analysis by product and customer segment identifying potential market expansion• Developed financial model for evaluating SKU profitability and rationalization with estimated annual savings of $500K• Instrumental in improving the Southwest Region profits by $9M or 130% in three years through acquisitions, plant closures/ consolidations and redeployment of Company assets• Experienced in cost compression initiatives and analysis including asset efficiency and plant closures• Directed staff management of 75 including hiring decisions, setting performance goals and objectives, evaluating performance, and implementing training and development programs

One of the “Big 8” global public accounting firms.• Planning, coordinating, and supervising financial audits for manufacturing, retail, and insurance clients• Six-month rotation in Client Litigation Services and Forensic Accounting