Sales Customer Service

Ken Kral

951-***-**** ***** Solomon Peak Drive *******@*********.***

Riverside, CA 92503

CONTROLLER - CFO - MANUFACTURING

Strategic hands-on executive, highly skilled in creating and executing

blueprints for business growth. Consistent career record of achieving

profitability, cost control, and operational improvements in highly

challenging environments.

Comprehensive, in-depth experience across all corporate finance,

accounting, reporting, tax and IT functions. Very strong track record in

investor equity, bank lending, cash management, and negotiations.

. Unique blend of Financial, IT, and Operational Management skills in

multiple industries.

Business Development ( Operations Management ( Financial Leadership (

Strategic Planning

( Change Management ( Cost Improvement ( Technical Integration ( Contract

Negotiation

Overview of Cross-Industry Experience

History of joining challenged companies and solving problems defined by

company below.

- Acquisitions with non-integrated financial software.

- Rapidly growing companies requiring financial, cash, and internal

controls enhancement.

- Growth companies with capital requirements or easy money loans coming

due.

EXPERIENCE AND ACHIEVEMENTS

Manufacturing/Retail Experience - Financial Reporting expertise for

Standard Costing and Retail Inventory with emphasis on inventory process,

product line analysis, loss control, and obsolescence. Manufacturing

experience in expanding product code standard costing formulations to

better identify product line markups, and inventory loss control within the

perishable food products industry. Retail experience emphasized store by

store comparisons to better understand the competitive landscape. Focused

on the unique products and competitive markups of the individual stores

demographic customer base.

Controller - Riviana Foods, Inc, Houston, TX (Division of Colgate

Palmolive) - 5 years

$700 Million Food Manufacturer/Distributor/Retail Sales

Introduced Division financial accountability by relocating computer

accessibility from corporate to the division for local input/controls.

Devised a new highly efficient organizational and inventory procedure that

enabled month-end first draft financial reporting be accomplished within 5

work days, after only 9 months.

. Implemented a standard costing system allowing product line sales

emphasis to increase profitability.

. Discovering the institutional-to-retail sales ratio was 20/80 with all

marketing expenses tied to retail, reversed the flawed retail emphasis

strategy to focus heavily on the institutional market until building a

third plant to accommodate retail. Results were driving a $50,000 a month

loss to a $100,000 profit, a $1.8 Million positive change in one year.

. Operating margins increased by 18% by allocating more production capacity

to the higher margin institutional sales, and also by addressing the

horrendous cost of retail promotions to crack the market.

. Increased sales by 15%, by entering into distributor relationships after

analyzing not only the larger revenue/lower pricing tradeoff, but the

potential overlap in marketing territories.

Controller - Fisher Foods, Inc, (aka Fazio's) Bedford Heights, OH - 5 years

$1 Billion Retail Grocery Chain, Food Manufacturer

Initially performed troubleshooting activities for Fisher Foods during the

transition of both corporate and division computer systems, acting as

liaison between IT and accounting departments to ensure smooth changeover.

Taught accounting departments across the chain of grocery stores how to

keep accurate books and track invoices to create a more efficient financial

system for the entire company.

Promoted to California division controller after six months. Challenged to

restart a failed computer conversion and produce professional level

financial reporting to allow corporate management efficiencies to be

installed.

. Prepared the first valid variance analysis financial statements that had

been prepared in one and a half years.

. Identified multiple competitive regions within our 46-store retail chain,

and promoted store by store departmental gross margin analysis.

. Within the first year achieved a 15% increase in gross operating

margins, and a 21% improvement in gross profit. Revenue increases came

from retail inventory product shipments and markups being reviewed in

light of local competition rather than solely as a corporate objective.

Cost controls emphasized management of inventory losses primarily with

perishables in the meat and produce departments. Margin improvements also

came from coordinating marketing with purchasing department objectives.

2010 - Present

Private Consulting; ReMax Partners - Realtor; Commercial Lending Capital -

Business Development Manager. Corona, CA

Century Vintage Homes, San Bernardino, CA 2007 - 2009

$200 Million Private Land Developer/Home Builder/Office Buildings

VP of Equity and Finance (reporting to President), laid off in homebuilding

severe downturn.

Senior Management Executive responsible for acquisition

analysis/negotiation, investor and lender financing, CFD's/improvement bond

negotiations, project performance review, lead legal issue responses.

Challenged to maintain non-adversarial banking relationships and generate

fee building opportunities in the face of rapidly declining real estate

inventory sales.

. Introduced Century to non-recourse financing in taking over defaulting

builder projects providing the company with cash flow opportunities with

essentially no risk.

. Negotiated operating agreements and acquisition non-recourse bank loan

assumptions to address the development/management of distressed

properties.

. Negotiated improvement bonds and CFD's for improvement cost reductions.

. Later led project negotiations for 25-30% short sales, and Forbearance

Agreements in lieu of foreclosures on loan defaults to avert litigation

on personal guarantees.

. Formulated options on bulk sales vs. builder inventory liquidation and

led contract negotiations.

Residential Design Services, Anaheim, CA 2005 - 2006

$100 Million Interior Design Firm

Chief Financial Officer/Controller, left for superior opportunity.

Defined multiple accounting procedures to high light bottlenecks and

internal control problems. Hired and trained personnel, initiated accounts

receivable, accounts payable and customer service procedures and controls

to ensure timely billing, cash collection, and loss control.

. Controlled staff, cash flow, and financial statements issues, by creating

accurate and timely reporting and monitoring areas of underperformance.

. Reduced greater than 60 day Accounts Receivable by over 75% from $1.4

million to $300K within the first 60 days.

. Collected over $300K in disputed customer service builder repair invoices

and returned goods credits.

Traditional Building Corporation, Indio, CA 2004 - 2004

$100 Million Land Developer/Home Builder/Golf Course Owner/Manager

Chief Financial Officer, left after finding this was a one project company

.

. Achieved Financial Statement control of a rapidly growing home builder by

spearheading the first audited financial statements for three most recent

years uncovering significant costing issues.

. Worked on a self insurance plan for workman's comp and liability

insurance, to lower premiums in the 2004 premium crisis environment.

Determined potential risk outweighed premium savings.

. Secured a commitment for $65 million construction loan for offsite

improvements to 115 houses, an office complex, and the first half of a 36-

hole golf course within 45 days.

Private Consulting 2002 - 2003

CFO/President Hughes Development Corp, Glendora, CA 1984 - 2001

$50 Million Land Developer/Home Builder/Commercial Property/Golf Course

Owner/Manager

Highlights - When I joined the company it lacked a solid financial

infrastructure and had an antiquated accounting system. Financial reports

were not produced on a timely basis, variance analysis was non-existent,

and cash management was on a daily basis. I established the financial

infrastructure, hired the right talent, and provided reliable and on-time

financial reporting and cash monitoring.

. As Controller implemented a computer system to perform construction loan

costing, and financial statements, prepared tax returns, and managed

human resources, and risk management.

. As Chief Financial Officer prepared acquisition and/or development

forecasts, critiqued ongoing project performance. Negotiated construction

loans, lines of credit, and managed investor participation/reporting cash

flow and profit sharing and 401k plans. Also, managed commercial

properties, farm properties and a golf course.

. Elected by Unsecured Creditors as President of the Corporation in

Chapter 11 Bankruptcy to liquidate $47 million in assets through sales,

or development on a property, by property, basis. This included -

Entitlements, Development, Building, Property Management, Adjudicated

Water Rights, Marketing and Sales. Developed 13 court hearing

presentations with attorneys. These sales included raw land, improved

lots, houses, farm land and a golf course. Most difficult sale, a 75,000

SF shopping center for $5.6 million, taking over negative equity and

yielding $3 million in cash by developing and executing a strategy that

reduced vacancy rate from 25% to 5%.

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Education & Professional Development

Bachelor's Degree in Accounting - Summa Cum Laude

Cleveland State University, Cleveland Ohio

. Ohio CPA examination - passed on first attempt when only 5% were

passing.

. Winner of Newton D. Becker Award for Excellence in Accounting.

. Certificate of Computer Programming, Automation Institute of Ohio AIO.

. CA Real Estate Broker since 1992.

Extensive experience with a wide range of Accounting and Business

Management Software as well as Programming, Systems Analysis, and multiple

Computer Conversions.

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