Management Manager

William N. Woods, CMA

*** **** * ****, ******, Texas, 79830

( H: 432-***-**** ( C: 432-***-**** (*******@*******.**

Senior Financial Executive

A Dynamic Senior Financial Executive with a Certified Management Accountant

designation and 15 plus years as a CFO, Vice-President of Finance,

Controller and Administration Superintendent in the manufacturing,

transportation and mining industry. I bring experience in business

startups, expansions and closures along with multinational experience in

the US and Canada including joint venture, subsidiaries and wholly owned

financial statements in both the public and private sector. I provide

extensive experience in setting up integrated financial accounting ERP

systems and improving cost efficiencies and productivity. I provide an

environment with respect for leadership and coaching skills to empowering

team members while creating a fun, productive and rewarding work

environment. I am resourceful, proactive, decisive and innovative in

achieving results. Competencies include:

. Organizational Restructuring

. Manufacturing

. Joint Venture Administration

. Startups, Expansions & Closures

. Efficiency Improvement

. Systems Implementation

. Contract Negotiations

. Strategic Acquisitions

. Staff Leadership

. Financial Accounting

. Cost Accounting

. Strategic Planning

. Business Planning

. Capital/Operating Budgets

. TSX Reporting

. International Financial Standards Reporting

. Reverse Takeover

. Financial Modeling

. Materials Management

. Risk Management

. Policy Development

. Human Resources

. Board Reporting

Career History

RIO GRANDE MINING COMPANY, Alpine, TX May 2012 - Present

Rio Grande Mining is a silver mining company with projected annual sales of

70M-$80M and 100-150 employees.

Finance & Administration Manager

I manage the accounting, finance, information technology and human

resources functions. Responsibilities include financial statement

preparation, bank/creditor liaison, budgeting, cash flow forecasting,

treasury, auditing, insurance, purchasing, warehousing, employment policy

development, and system, as well as supervision of 15 employees in payroll,

accounts payable, purchasing, warehousing, information systems and human

resources.

. Led a major accounting system upgrade (AccPac), and developed internal

reporting and budgeting systems.

. Reduced inventory/warehousing costs and the risk of obsolescence by

minimizing inventory stock levels.

LIBERTY MINES INC., Toronto, ON July 2009 - April 2012

Liberty Mines is junior nickel mining company with projected annual sales

of $40M-$50M and 100-150 employees.

Chief Financial Officer

I provided financial strategic management and leadership, while assisting

the President in the day to day operations of the company. A primary

functions was to provide financial leadership for the public financial

reporting, assuring the corporation meets the standards in the

transformation of corporate reporting to International Financial Reporting

Standards (IFRS). I implemented controls and policies that are IFRS and

ICFR compliant that will support the organization in a publicly traded

company. I implemented a fully integrated ERP system (Great Plains)

ensuring controls and integrity were enhanced. I developed and maintain a

strong relationship with the audit committee and board members. The

company trades on the TSX.

VIKING PACIFIC CONSULTING, Grande Prairie, AB December 2008 - June

2009

Private business brokerage

Vice President Finance

I provided strategic management and leadership in the development of

business brokerage firm that specialized in mergers, acquisitions, business

planning, and equity financings. The company relocated it office to

Victoria to access a bigger market.

VALENS PHARMA LTD. / Consulting, Edmonton, AB 2007 - Dec 2008

Research Biotech Company looking to bring a new product into the market

Chief Financial Officer

I provided strategic financial management and leadership, while assisting

the President in the general operations of the company. A primary

responsibility included work closely with the President and Inventor

Relations to perform road shows to raise equity. I lead the organization in

going public with a reverse take over. I implemented controls and policies

that were GAAP and Sox compliant. I installed the computerized financial

information system, review, initiate, and negotiate contracts. I managed

and administer all employee benefit programs and personnel records. Other

responsibilities include liaison with legal council, government agencies,

and auditors ensuring conformity to corporate policy and procedures.

During the windup of the company, I was retained to recapture the SRED

credits totaling $500,000 and assist in the merger.

The company closed in August due to the phase II data results was not

favorable and a merger was completed by end of November.

NORTHERN TRANSPORTATION COMPANY LIMITED, Hay River, NT 2004 - 2007

Seasonal marine transportation and resupply services company serving

Northern communities ($65M revenues, 100-350 employees).

Interim Vice-President Finance (February - November 2005)

Reporting to the President and the parent company's CFO, I was accountable

for the strategic management of accounting and finance functions, including

cash flow, bank relationships and treasury functions. Other

responsibilities included the development of the board of director's

business plan, preparation and presentation of the board documents at

quarterly board meetings. Other highlights include the following:

. Supported Eastern Operations in opening a new office in Halifax. Assisted

in setting up accounting system, hiring office staff, and developing

office policies and procedures.

. Negotiated the strategic acquisition of a prime piece of property at a

very fair price, with the prime objective of preventing competition in

own backyard. Designed the memorandum of understanding.

. Developed MOU that led to the development of a joint venture.

. Western Operations expanded it business into the manufacturing of steel

bridges & tanks. The business also expanded into custom service work

with the skilled labour while better utilizing the infrastructure

currently in place.

Corporate Controller (2004 - 2007)

As corporate controller, I provided the hands on management of accounting

and finance functions, including treasury, cash, coordinate internal &

external audits, and insurance requirements. I lead the recruitment,

development, mentoring and leadership of a 4 member management team and 30

indirect reports, overseeing the finance, purchasing, warehousing,

information technology and the corporate services departments. I lead a

team of senior management to review business opportunities to enhance the

utilization of our employees and facilities. Other responsibilities

included the development and implementation of accounting policies,

procedures, internal controls ensuring the integrity of financial

information, managed relationships with the banks and creditors. Other

highlights are as follows:

. Demonstrating a strong work ethic, I implemented the following

improvements while concurrently performing 3 positions (VP Finance,

Corporate Controller and Manager of Purchasing and Warehousing).

- Restructured the Purchasing and Warehousing Department to improve

efficiency and productivity. I hired a certified professional

purchasing manager and an inventory control analyst, led an inventory

reduction program and implemented an automated purchase regeneration

system. I negotiated one and two year supply agreements with major

suppliers. These measures improved the company's ability to meet

seasonal inventory demands, while reducing inventory and dead stock.

- Re-engineered and transformed the Finance Department from an

organization with very high staff turnover, poor morale and little

financial understanding to one of accuracy, team work and stability.

- Hired 2 new Financial Analysts to support bid preparation through cost

and revenue analysis services. With accurate project costing, a team

environment, the company profitability increase 325% in the last year.

- I implemented tighter controls reducing bad debt write-offs by

$500,000 and decreasing past due accounts by 50% in one year.

- With streamlined month-end financial statement preparation process, I

reduced preparation time by (40%. While working with the IT

Department to develop a number of financial management reports, I was

able to better decision tools as a result of faster, better, more

reliable information.

MULTICRETE SYSTEMS INC., Thompson, MB 2003 - 2004

Manufacturer of cement-based products for use in the mining industry with 4

branches, 25 employees and annual revenues of $10M.

Corporate Controller

I managed the accounting, finance, administrative and human resources

functions. Other responsibilities included financial statement preparation,

bank/creditor liaison, budgeting, cash flow forecasting, treasury,

auditing, insurance and policy development, as well as supervision of 5

employees in payroll, accounts payable/receivable, purchasing, and

warehousing and information systems functions. During the president's

absence, I oversaw the day-to-day operations.

. Negotiated financing arrangements and managed financial aspects of

construction of 2 new plants.

. Provided leadership in successfully obtaining ISO: 9000 certification on

the first time.

. Led a major accounting system upgrade (AccPac), and developed internal

reporting and budgeting systems.

. Reduced inventory/warehousing costs and the risk of obsolescence by

minimizing inventory stock levels.

MONTANA TUNNELS MINING INC., Helena, MT 2002 -2003

Junior gold mining company with annual sales of $25M-$30M and 150-200

employees.

Controller

I coached and mentored 3 supervisors and 8 indirect reports in accounting,

metals accounting, payroll, budgeting, cash flow forecasting, auditing,

information systems, purchasing, inventory control and warehousing

functions.

. While living in the USA, I managed the exploration accounting for a new

property in Canada. Developed financial models for mining plans (used to

secure financing), as well as an internal reporting system and a

budgeting system.

. Coordinated accounting system conversion from Solomon to AccPac for

Windows.

FAIRBANKS GOLD MINING INC., Fairbanks, AK 2001 - 2002

Canadian-owned gold mining company with 400 employees and annual sales of

$75M+.

Controller

I supervised 3 direct reports and 20 indirect reports in accounting,

payroll, asset management, purchasing, warehousing, policy development,

information systems and general administration. A high priority was

supporting the General Manager in the preparation and presentation of

financial statements and budgets to corporate executives.

. Rebuilt the Finance Group following significant staff turnover and won

back confidence in the local management group.

. Coordinated a multi-million dollar implementation of JD Edwards One World

customized ERP system company-wide (U.S., Canada, & Head Office). This

improved utilization, accuracy and quality of information.

. Significantly reduced inventory values and improved efficiency of

purchasing and warehousing functions by restructuring the materials

management function and implementing just-in-time deliveries.

. Completed a sensitivity and financial analysis for proposed mining plans

in current and future years.

HOMESTAKE MINING, Lead, SD 2000 - 2001

Owned by one of the world's largest gold mining companies, the Lead Mine

had $100M in annual sales and 350 employees.

Controller

I managed 5 direct reports and 12 indirect reports in all aspects of

accounting, budgeting, forecasting, financial analysis, policy development,

payroll, purchasing, warehousing, information systems and administrative

functions. As gold prices plummeted, the organization relied on me for

optimization of the financial evaluations of the operation and capital

investments.

. Upon the decision to close the operations, I played a significant role in

planning and managing mine closure to successfully maximize cash and sale

of assets. This included severance calculations, asset disposal and

inventory reduction programs while supporting the ongoing operations

during its final months.

BLACK HAWK MINING, Lynn Lake, MB 1995 - 2000

Gold mine with 120 employees and $40-50M in annual sales.

Administration Superintendent

I directed a 9 member team in accounting, payroll, information systems,

purchasing, warehousing, human resources, and gold transportation and

security functions. Major accountability included financial reporting,

variance analysis, taxes, asset management, risk management and policy

development. In working with senior managers, I identified major cost

reductions that impacted the company by $12 million annually. Through

creative controlled financial models, we continued to identify

opportunities for continuous improvements. Human Resource functions

included policy developed and standard procedures. I also was part of a

team that negotiated the employee association agreements.

. Provided administrative leadership throughout the complete lifecycle of

this mining pit, from opening to final closure. This included the setup

of a new mining pit, including land lease negotiations with the Town,

purchasing of building facility and mining/office equipment, hiring of

staff, and implementation of accounting, information systems, insurance,

group benefits, Workers Compensation and all government reporting.

. Represented the company on the Manitoba Mining Association and the

Provincial Tax Committee. While on the latter, secured significant tax

breaks for the mining industry in Manitoba through lobbying activities.

This included a 7% tax break on processing raw material supplies (7-

figure annual savings to the company).

. Reduced manpower costs by 33% by streamlining processes in the

administration areas leading to increase efficiency.

. Negotiated/implemented supply agreements and activity-based costing

systems, which resulted in significant cost savings (e.g. 50% reduction

in cost of blasting alone).

INCO LIMITED, Thompson, MB. 1991 -1995

Canada's largest nickel mining and processing company with 2,000+ employees

with annual revenues of $350 - $400 m.

Buyer Analyst (1994- 95) / Accounting Supervisor (1992-94) / Cost Analyst

(1991-92)

I Supervised 20 employees in cost accounting, budgeting, cash flow

forecasting, tax accounting, production reporting, accounts payable,

payroll, insurance, cashier and support functions. Other functions included

annual and 5-year budget reviews, prepared and presented monthly cost

reports to senior executives.

. Led an inventory reduction program that resulted in a 32% reduction of

official inventory (from $25M to $17M), as well as associated warehousing

and manpower costs. In addition, significantly reduced hoarding of stock

throughout the organization by setting up supply agreements with vendors

and implementing a stockless, order-on-demand, just-in-time delivery

system, featuring same-day delivery directly to users.

. Served on Year 2000 Team, overseeing tendering, design and implementation

of a new integrated ERP, maintenance, and a financial information system.

. Provided financial support to a $200M mine expansion. Analyzed return on

investment, discounted cash flows and paybacks. Monitored and controlled

capital reporting.

EDUCATION

Certified Management Accountant Designation, Society of Management

Accountants of Manitoba 1996

Canadian Securities Course 1985

Business Administration, Thunder Bay, ON 1980

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