Rob Alidina, CPA, CMA, MBA

**** ******* *****

Burlington, Ontario

L7M 4Y9

Tel # 905-***-**** ; Cell # 647-***-****

E-mail : ad41of@r.postjobfree.com

PROFILE

25+ years’ experience with senior roles in accounting / finance realm.

Strategic thinker with the ability to effectively communicate and work with individuals at all levels.

Goal-oriented individual with strong leadership capabilities and developing/mentoring staff.

Highly motivated, detail-oriented individual with exceedingly acute problem solving and system skills.

Experience across various industries and ownership structures (private, and public - Canadian and US multinationals)

Bilingual speaking.

SELECTED EXPERIENCES

Financial Reporting

Planning & Analysis

Mergers & Acquisitions – Due Diligence

Investor Relations

Auditing (Public / Internal)

Financing including Treasury – Hedging

Capital Budgeting

Costing – Manufacturing

Operational Planning including Supply Chain

ERP and Systems Implementation

Productivity - Six Sigma Process Improvement

Performance Measurement and Management

Turnaround and Restructuring Direction

Developing Strategy and Post Implementation

Contract Review and Negotiations

Category Management (Brand / Promotional mix)

EDUCATION & PROFESSIONAL DEVELOPMENT

Institute of Certified Management Accountant – CPA / CMA Designation 2013

Master of Business Administration (Finance and international Business), McGill University 1996

Canadian Securities Certification, Canadian Securities Institute 1993

Bachelor of Commerce (Accounting and Finance), Concordia University 1991

Green – Belt Six-Sigma Process Improvement Training 2016

High-Performance Coaching and Executive Development Training 2015

International Financial Reporting Standards (IFRS), CGA Institute 2010

Coaching and Leadership Program, ASK Corporate Services 2004

PROFESSIONAL EXPERIENCE

Interim Chief Financial Officer, Asp Security 2022 - Present

A company owned by a foreign parent in the provision of security guards and canine services to a varied clientele with Revenues of $50 million)

Management and Leadership

Added responsibilities that included managing the IT department within 12 months of being the CFO.

Development of a new legal entity structure to meet the requirements as recommended by the European parent.

Worked directly with certain Customers to manage customer service and staffing levels, that included new Pricing to improve profitability.

Strategic Planning and Execution

Submission of 40 Request for Pricing (RFP’s) within an 18-month timeline that resulted in developing a pipeline in excess of $50 million.

Established market surveys for the corporate office to ensure equity and alignment of compensation by creation of banding levels.

Manage the legal aspects of the company and drafted several legal contracts.

Performed due diligence activities for an acquisition to facilitate geographical expansion of the canine business,

Financial Reporting, Controls and Systems

Designed new elements to the annual budget process that included Customer profitability and enhanced metrics.

Implementation of a new Scheduling and HRIS system, to be followed by a migration of a new ERP system (Sage300 to Netsuite).

Enhance balance sheet reconciliation of accounts that identified approximately $500,000 of over-accrued liabilities.

Development of a new financial scorecard that includes operational and human resource metrics.

Improved Cash flow by $5 million dollars through improved collections on accounts’ receivable.

Key Achievements

Pricing opportunities that have resulted in improved profitability of 125 bps in the business to initiate a turnaround of the business.

Development of alternative revenue sources in the commoditization of a software product development based on a SaaS model.

Implemented new vendor agreements that reduced spending by $300,000 annually.

CHIEF FINANCIAL OFFICER OLON INDUSTRIES - WHITE OWL PRIVATE EQUITY 2018 - 2021

A Canadian based private equity Investment Company of The Miller and McAsphalt Industries Limited that owns Olon Industries; manufacturer of products in the kitchen cabinetry segment with Revenues of $70 million USD

Management and Leadership

Promoted to Chief Financial Officer for a privately held manufacturing organization (Olon industries) that was in financial distress.

Provided consultancy services for other White Owl clients in the private equity portfolio.

Created the financial plan for a new product launch that was key to Olon’s future viability in the kitchen cabinetry space.

Strategic Planning and Execution

Re-negotiation of debt facilities that facilitated additional borrowing capabilities and reduction in the frequency of statutory reporting.

Development of a Joint Venture Greenfield operation including all due diligence analysis and reporting, that included the investment thesis, information memorandums, and post implementation of processes and systems.

Developed budgeting and forecasting models to understand plant and customer profitability.

Financial Reporting, Controls and Systems

Developed the Olon board package, which facilitated transparency of results and improved communication.

Evaluation of the existing ERP system and strategic review of implementing new systems

Developed costing standards that included labor input costs at a plant / machine center, that initiated corrective pricing actions.

Key Achievements

Improved profitability at Olon by 300% in 2 years that resulted in EBITDA margins of 10%.

Forensic accounting related to an acquired US manufacturing plant that was initially recording financial losses prior to turnaround improvements.

Interim CHIEF FINANCIAL OFFICER, CHUBB EDWARDS 2016 – 2017

A provider of fire and security products including services at the field level including additional value-add offerings owned by United Technologies with revenues of $300 million.

Key Achievements

Provide financial support and analysis for the organization to determine areas of opportunity related to profitability, working capital, and operational effectiveness.

Recovered approx. $1.5 million in bad debt negotiations at senior levels.

Created a new framework to support change in accounting methodology - Revenue recognition change to Percentage of Completion,

Improved controls for impending internal audit in conjunction with the evaluation of a new ERP system for implementation in 2018.

SENIOR Director - Finance, Patheon Canada 2014 – 2016

A privately held pharmaceutical organization that provides contract manufacturing as well as research and development services for a diverse client base with revenues of $300 million across 2 manufacturing sites in the greater Toronto area.

Management and Leadership

Developed a new finance structure to support a global outsourcing model for transactional accounting activities.

Introduced a market-based pricing approach that increased the win rate by 15% and improved profitability.

Created strategic plans and developed new corporate analytics to support the impending IPO.

Strategic Planning and Execution

Developed a new sales forecasting process that improved visibility and accountability to ensure on-time delivery metrics.

Created cost center reporting to support identified areas of opportunity in spending to improve overall profitability.

Financial Reporting, Controls and Systems

Improved the month-end reporting timelines to facilitate statutory reporting for the impending IPO.,

Developed site and corporate strategic scorecards as well as other monthly management reports including financial statements and related balance sheet account reconciliations.

Key Achievements

Improved EBITDA profitability by 12% from above initiatives.

Developed site capex plan to ensure a profitable growth strategy that facilitated incremental sales of $50 million.

Achieved six-sigma green-belt status by improving the Sales and Operational Planning process to facilitate on-time delivery >95%

CONSULTANT, various clients 2012 – 2014, 2021

Provided financial consulting to a list of clients in various segments including biopharma, medical devices, specialty retail, and distribution of electrical and consumer electronics at a senior level.

Key Achievements

Improved proprietary brand pricing and promotional programs to facilitate comparable sales growth of 10%+ for

Improved margin performance with new zonal pricing programs and leveraging vendor relationships.

Developed new merchandising reporting package that aligned with key performance indicators for marketing and supply chain.

Integrated the purchase of an acquired business and adopted best practices across the two organizations.

Improved DSO by 3 days and customer satisfaction through automation of reports and regular communication.

Reduced month-end activities by 2 days by automating key reports and eliminating non-productive activities.

Chief Financial Officer, Carrier Canada 2007 – 2012

A distributor of an extensive range of HVAC products with supplier links to US, Canada, and joint venture of Watsco and United Technologies with revenues of $350 million.

Management and Leadership

Developed a new financial structure, incentive programs, and analytical tools for the business.

Implemented a monthly scorecard to ensure key performance indicators were aligned with performance management and strategic goals.

Supervised 29 individuals in finance, credit, payroll, and supply chain for the company.

Operational Planning

Oversaw inventory planning that reduced inventory levels by $3 million annually while concurrently improving sales growth (hub and spoke)

Completed several pricing studies to ensure market competitiveness and related subsidies from parent company.

Implemented hedging activities to mitigate foreign exchange risk.

Strategic Planning and Execution

Completed all due diligence activities for announced joint venture with Watsco US ($300 million transaction) including post implementation of financial systems and procedures.

Developed strategy for the “Bryant” brand related to product positioning, pricing, and promotional mix for the dealer.

Financial Reporting, Controls and Systems

Designed a comprehensive branch audit program, to ensure compliance across all facilities in Canada.

Performed a review of transfer pricing and process flow initiated by Canada Revenue Agency, to ensure compliance.

Performed an internal audit on provincial sales tax exemption compliance that mitigated risk during government audits.

Directed all activities pertaining to monthly, quarterly and year-end reporting, including monthly management reports, financial statements and key reconciliations, to ensure all strategic reporting requirements are met.

Created branch and divisional profitability financial statements to ensure optimal profitability for the organization.

Key Achievements

Improved profitability for the organization with a 3% EBIT improvement from the above initiatives.

Member of the United Technologies pension plan that determines asset allocation and investment decisions.

Completed various balance sheet audits that realized savings in excess of $1million.

Senior Director – Corporate Controller, LOBLAW Companies Ltd 2005 -2007

A $28 billion publicly traded company retailer in the Canadian market primarily in the food business.

Key Achievements

Provided financial support and analysis that supported the wholesale division, accounting for 9% of the company’s revenues ($2.4 billion).

Managed a department of 10 individuals in completing period-end closing, and all corporate reporting requirements.

Completed detailed business plans including the announcement of 24 store closures, and related accounting treatment for the restructuring.

Performed an internal audit on provincial sales tax exemption compliance that improved controls, and savings in excess of several million dollars.

Developed an ideal P&L with benchmarking of sales and related margins, along with store operating costs and related labor models to ensure optimum profitability encompassing all departments within a store.

Created a national reporting package, along with the identification of key performance indicators, to manage the business across various segments.

Supervised and reviewed the Ontario tobacco tax audit that resulted in the company saving approximately $0.7million.

Senior FINANCE MANAGER, Scott paper Ltd 2001 -2005

A $1 billion privately held company in the manufacturing of tissue products for consumer and away from home markets for sale in North America.

Key Achievements

Participated in the re-launch of the US Wal-Mart Private Label brand, by developing category management objectives and related financial models.

Redesigned compensation models so as to stimulate profitable behavior, while ensuring cost controls for the annual consumer sales bonus plan.

Constructed brand costing models to determine the viability of pursuing existing and/or new private label plan contracts in North America across 4 manufacturing facilities that delivered sales opportunities in excess of $100 million.

Audited the trade spending liabilities and determined adequacy on a quarterly basis that resulted in an income opportunity of $5 million dollars.

FINANCE MANAGER – GROCERY DIVISION, NABISCO CANADA 1999 -2001

A $1 billion Canadian subsidiary in the manufacturing of consumer-packaged goods in the Canadian market.

Key Achievements

Participated in developing valuation models to complete the prospectus, after the Kraft acquisition for the sale of Nabisco’s grocery division.

Promoted in March 2000 to manage the DelMonte Division that accounted for approximately 20% of the company’s revenues.

Developed analytical models which initiated a price increase on the tetra beverage portfolio that resulted in income of approximately $5 million.

MANAGER OF FINANCIAL PLANNING AND INVESTOR RELATIONS, fonorola 1996 - 1998

A $400 million publicly held company in the delivery of long-distance telephony services to corporate and consumer markets in Canada.

Key Achievements

Promoted and transferred to Toronto in January 1998, to manage all financial activities regarding the consumer products division.

Created simulation and statistical models in response to competitive pressures to determine the financial impact of a proposed retaliatory pricing strategy – impact of $6 million to the company’s bottom line.

Promoted to the company’s investor relations function in September 1996, while concurrently performing the financial analyst role

Supported the completion of 2 equity offerings that resulted in $200 million in cash to support capital budgeting activities.

Investigated and developed a variety of financial models regarding potential acquisition targets.

Conducted internal audits, which resulted in the company saving in excess of $1.5million.

STAFF ACCOUNTANT - AUDITOR, KPMG 1991 – 1993

COMPUTER & LANGUAGE SKILLS

Languages: English, French

ERP Systems: SAP, JD Edwards, MS Navision and other internally developed systems

Other Financial Systems: Hyperion Planning / Financial Management, Cognos, Micro-strategy, Business Warehouse, Essbase, and Tax software

Microsoft Office, with advanced capabilities in Excel and Powerpoint

References Available Upon Request

Contact this candidate