Manager Customer Service

A. RONALD KAZLO, MBA, CPA.

**** **** ******* ***** ********* Heights, Illinois 60004

Home: 847-***-**** Cell: 847-***-**** E-mail:

******@*******.***

CAREER SUMMARY

An operationally-oriented financial manager skilled in reporting,

planning/budgeting, financial analysis, restructuring, cost reduction, cash-

flow management, acquisitions and divestitures, process re-engineering, and

performance measurement. A proactive business partner known for results-

oriented leadership and consistent contributions to profitability and cash

flow. Highly effective in building and leading teams that produce sustained

improvements in service, profitability, and working capital.

BUSINESS EXPERIENCE

INDEPENDENT CONTRACTOR

October, 2008 to Present

Financial Consultant

Performed accounting, credit/collections, tax, and project work for several

small proprietor-owned distributors and contractors and assisted UpTime

Parts through its year-end close and audit. Served as Interim Controller

for a water utility and a start-up pump manufacturer.

UPTIME PARTS, LLC.

November, 2001 to September, 2008

Controller / CFO

Formed and staffed the Finance and IT groups for this "start-up" truck

parts distributor that grew sales over seven years from a U.S. based $8

million business into a multi-national $54 million business. Served as

financial analysis and planning function.

. Transitioned and initialized financial systems from former bankrupt

company within one week.

. Implemented systematic cycle count program, which, in its second year,

had yielded such accuracy that subsequent physical inventories were

deemed unnecessary.

. Co-led the integration of three aftermarket parts operations from

related OEM truck and body manufacturers.

. Closely monitoring monthly and quarterly cash flow, instituted ACH

wire transfer "drafting" process throughout two dealer networks, which

brought company's overall DSO down to a consistent 20 days and past

due percentage of 10-12%.

PRICEWATERHOUSECOOPERS, LLP.

1999 to 2001

Senior Manager Mergers &

Acquisitions Risk Services Practice

Planned and managed several consulting engagements involving integration of

client acquisitions and participated in the financial and operational

"carve-out" of Agilent Technologies from Hewlett Packard.

ACCO NORTH AMERICA (now ACCO Brands)

1992 to 1999

Vice President - Finance

As a key member of the North American Leadership Team that formed the $400

million ACCO USA organization and grew it into ACCO North America, a multi-

national $1 billion office products company. Implemented financial

strategies to support the company's operating plans and address information

technology, cost, profitability, productivity, and cash flow issues.

. Led or participated in directing five restructuring initiatives,

including three plant closings and the phased transfer of proprietary

tooling to Taiwanese contract manufacturers - yielding, in total,

annual cost savings of $28 million through reduced fixed cost

structure and asset investment.

. Directed legal, tax, and financial requirements to start-up an $80M

Mexican "maquiladora" operation.

. Developed concept for and implemented a Returned Goods Repackaging

Center that resulted in $300,000 savings in scrapped product and

freight/handling costs.

. Achieved synergies of $8 million annually by leading or co-leading

teams that successfully integrated five "bolt-on" business

acquisitions.

. Streamlined inventory controls and production reporting processes

across five plants and three distribution centers eliminating $1.4

million, or 3%, of a chronic inventory shrink.

. Directed the conversion of financial systems to Y2K compliant

software, Oracle.

20TH CENTURY COMPANIES / MOEN, INC.

1990 to 1992

Vice President - Finance

Directed finance and accounting controls, systems, and reporting for this

plumbing products and parts subsidiary comprised of four plants and six

distribution centers. In 1991, the company was merged with Moen Inc., a

leading $500 million faucet manufacturer.

. Achieved a 30% improvement in past due receivables and reduced

headcount by consolidating several credit and accounts receivable

functions, saving $150,000 annually.

. Successfully integrated financial reporting and accounting systems of

four independent companies into a single general ledger/accounts

payable system configured as a relational database.

. Co-led with marketing and operations an inventory reduction and SKU

rationalization initiative that reduced inventories 24% in value and

improved turns 45% during a nine-month recession.

RUST- OLEUM CORPORATION 1984 - 1990

Corporate Controller

Responsible for strengthening internal controls and supporting management

with pertinent financial/operating information and analysis to enhance

profits, cash flow, and return on investment for this $150 million paint

and specialty chemical manufacturer. Managed a staff of 27.

. Stimulated value-analysis thinking and expanded cost accountability by

designing and implementing an "activity-based costing" methodology for

costing products and services.

. Reduced past-due receivables from 22% to 8%, the lowest percentage in

the hardware industry.

. Enhanced the knowledge and accountability of operating managers by

instituting a "tracking report" format for the reporting of revenues,

gross margins, manufacturing variances, and related key financial

measures.

. Developed a quarterly review and rolling forecast process for sales

and other financial measures within the business, significantly

improving the accuracy of financial and production forecasts and

customer service levels.

BAXTER INTERNATIONAL 1976 - 1984

Controller Respiratory Therapy Division

(1983 - 1984)

Established a finance department. Created, implemented, and managed all

accounting policies, systems, and controls for this newly created home

respiratory health care division. Instituted Medicare and Medicaid billing

processes over 36 domestic home health care centers.

Manager Financial Analysis Medical Products Division (1979 -

1983)

Managed financial planning, control, and business unit analysis for a $185

million division with eight distinct business units, four specialty sales

forces, and three manufacturing plants.

Audit Manager Corporate Audit

(1978 - 1979)

Managed operational reviews and audits, which yielded demonstrated cost

savings in traffic, order-entry, relocation practices, sales returns, scrap

control and recovery, material handling, and rework practices.

Senior Operations Analyst Corporate Profit Planning

(1976 - 1978)

Participated in developing strategic/operational plans for European

operations encompassing capacity planning, transfer pricing, and pro-forma

P&Ls by subsidiary and product line.

EDUCATION

Master of Business Administration - Finance - Kellogg Graduate

School - Northwestern University

Bachelor of Arts - Economics and Accounting - Carthage College

Certified Public Accountant - State of Illinois

Revised & Approved

05/26/99

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