EDUCATION:

Confidential University , Masters of Business Administratio Attended and graduated from Confidential University MBA Program.

Confidential University 
Bachelors Degree in Business Administration-Finance

EXPERIENCE:

Confidential, LLC, Skokie, IL 2/10 – Present
Controller / Investment Manager (Temporary Position)

• Manage current investment portfolio which includes equities, bonds, real estate, manufacturing and restaurant private equity investments and many others. Additional tasks include managing the accounting functions of the business as well as investigating new investment opportunities.

Confidential. (Buyout), Aurora, IL 6/08 – 12/09 
Director of Finance/CFO

• Responsible for all financial aspects of this electronic component business. This company went from a $4 million privately held company to a $110 million company in 18 months. The entity was purchased by a private equity company on December 30, 2008.
• Created an infrastructure for the company including establishing, documenting and implementing policies and procedures, implementing a new Oracle MRP/Financial System in four months, developing banking relationships, complying with all bank covenants, providing monthly financial statements and borrowing base reports.
• Created the companies first annual budget (including developing 10 cost center budgets), established a standard costing system from scratch, created inventory control procedures and the hiring and training an accounting staff.
• Review and analysis of monthly P & L results vs. plan by account providing root cause of all variances which involves holding all cost center owners accountable for their sales and expenses vs. plan.
• Created the opening balance sheet for this new entity including working capital adjustments for “OLDCO’ and NEWCO”.
• Worked with RSM on a complete audit of 2006, 2007 and 2008 financials.

Confidential , Franklin Park, IL 9/03 – 6/08 
Director of Finance/CFO

• Responsible for all financial aspects of this $70M business. 7 direct reports including accounting, purchasing and human resource personnel in this multi-facility company.
• Created and/or improved policies and procedures in over 20 different areas which were documented and enforced.
• Negotiated any and all new contracts or agreements. Also, always involved in vendor purchase price negotiations and end customer sales price agreements.
• Developed a quoting model by product line which empowered the sales force to make more profitable deals by understanding our true cost by product.
• Established and maintained banking relationships provided monthly reporting including covenant compliance reports, full financials and borrowing base reports.
• Prepared annual budgets as well as monthly, quarterly and yearly forecasts, plus down and upside financial scenarios.
• Completed a diagnostic review of the business to expose growth and cost reduction opportunities. This resulted in a $250k spoilage reduction, a $454 reduction in salary and hourly labor costs and a capacity increase of 21% due to dramatically decreasing set-up times which resulted in the elimination of one of two shifts.
• Developed a 5-year long-range strategic and financial plan for the business which resulted in a change in direction with regard to product line focus resulting in increased profits.
• Analyzed weekly cash flow vs., projections to pinpoint errors in supply chain management.
• Dramatically improved accounts receivable aging balances by creating a strict credit policy and enforcing a diligent collection procedure.
• My last assignment was to manage two asset sale agreements and close the business down. We actually managed to sell the two plants separately and saved $5.45 million by getting 75 cents on the dollar for our steel inventory rather than the expected 50 cents on the dollar based on selling off the inventory to various buyers.
• Insured SOX compliance of each function, including finance, IT, quality, operations, sales and human resources

8/99 – 9/01 Manager of Operations Analysis, Chicago, IL

• Created and implemented activity based costing. I managed a team of 3 people devoted full-time to the successful implementation of ABC. My team implemented a powerful decision making tool by providing detailed activity costs by process and profitability by customer and label. The product of this work is currently being used in price negotiations with customers. The product arms our sales force with accurate cost information that will maximize gross margin potential.
• Additional responsibilities: Plant closure analysis, Outsourcing analysis, Plant Budgets, Reporting consolidation and automation, Six Sigma project justifications and Capital project analysis.
• Served as Six Sigma Financial Manager responsible for verifying and reporting all Six Sigma project savings. Member of the Six-Sigma steering committee.

7/97 – 7/99 Continuous Improvement Manager – Manufacturing, Chicago, IL

• Managed a group of 5 professionals (engineers, managers and lean manufacturing experts). Our challenge as “change agents” was to create a sense of urgency in our manufacturing plants. My team would spend 4 months in each manufacturing facility. 4 weeks determining cost reduction opportunities in the areas of labor reductions, material usage, spoilage and overall operating efficiency Then 12 weeks were spent working with the plant personnel to realize the savings through structured “root cause” problem solving teams, running Kaizen events, improving tracking and analysis, implementing a preventative maintenance system, standardizing “SMED” procedures and many other lean manufacturing techniques.
• Reduced operating costs by a total of $50 million during a three-year period.
• Spent 4 months leading the “Visual Management” initiative. My team determined the critical metrics at each manufacturing process stage and implemented the use of dashboards and control charts at the St. Paul, Minnesota facility. We then rolled the process out to the other 17 facilities.

10/91 – 6/97 Plant Controller , Seattle, WA

• Managed a staff of 5 responsible for payroll, billing, inventory control, purchasing, cost accounting and shipping for this $100+ million facility. I was responsible for annual budget preparation, P and L estimates, the capital budget, and monthly closings. I was the financial advisor to the plant manager.
• Appointed as the plant “spoilage coordinator” in last two years of this role. All plant supervisors were accountable to me for spoilage targets. During this time, I helped the plant reduce spoilage from 3.00% to 2.20%.
• Served as the plant “project challenge” coordinator, a program that focused on all cost reduction opportunities. I worked with the employee union representatives with regard to gain sharing based on cost reductions. We reduced plant-operating costs by $.60 per thousand in two years.

4/90 – 9/91 Plant Accountant, Olive Branch, MS

• Responsible for daily production accounting, billing, inventory control, weekly P and L estimates and monthly closing.