Customer Service Management

Chief Financial Officer-Vice President Finance

Performance Management Strategist

Multi-national / Rapid-change / Intensely Competitive Environments .

Billion-dollar+ Entities

Manufacturing & Distribution-Pharmaceuticals / Defense / Consumer &

Industrial Industries

Distribution & Services-Medical / Pharmaceutical / Energy Industries

Profit-centered Financial Executive and senior operations management

specialist offering extensive success in aligning financial strategy and

operational tactics with business objectives to maximize a corporation's

competitive advantage and drive bottom-line results. Proactively engage

senior leadership in change / performance discussions in conjunction with

revenue goals to ensure company's long-term health. Accomplish critical

needs on urgent schedules and improve internal processes:

Multimillion-dollar / Double-digit Financial Improvements

Delivered $5M+ profit growth and 35% cash flow increase.

Strategic Alignment / Operational Results

Gained buy-in to Balanced Scorecard, stressing inter-dependence among

profit centers; implemented Economic Value Added tools (EVA) and improved

operating results 15%; enhanced operations and increased delivery

reliability 35%.

Core Competencies

M&A Due Diligence ... Strategic Planning ... Acquisition Integration ...

Risk Analysis

Cost Reduction Initiatives ... Efficiency Improvement ... SEC / SOX Skilled

Performance Management ... Continuous Process Improvement ... IT Management

EXECUTIVE PERFORMANCE OVERVIEW

COMPANY CONFIDENTIAL-Lenexa, Kansas 2007 to Present

$68M privately held multi-location industrial manufacturing and assembly

company.

Chief Financial Officer

Took over financial leadership during period of strategic and economic

change. Restructured financial department and new computer system to

provide accurate and timely information. Initiated efficiency and

performance improvement activities throughout company to reduce costs and

improve cash flow. Created Performance Scorecard and other new reports for

executive guidance and action. Direct financial accounting, IT, and HR

areas developing a new internal support focus.

Profit and Operational Improvements

. Modified strategic plans and developed analytical models for growth

opportunities.

- Net results: Emphasized strategic alternatives and international

growth capabilities. Expanded into Mexico, Central and South America,

Africa, Philippines, and Asia. Achieved ISO certification.

. Developed financing relationships and increased working capital funding

access.

- Net results: Established $7M Lines of Credit.

. Improved cash flow and reduced costs.

- Net results: Received state grant money to offset expansion. Reduced

receivable days outstanding and increased cash flow by 30%.

. Initiated R&D tax credit refund analysis. Established ongoing process

for filing annual R&D tax credits.

- Net results: Received federal and state total cash refund of $175,000.

. Identified and implemented inventory control processes to reduce

variances and loss.

- Net results: Implemented bar code scanning process to improve accuracy

and controls. Saved $200,000.

MARTEC USA, LLC-Kansas City, Missouri 2005 to 2007

U.S. manufacturing and distribution operation of German-based privately

held billion-dollar concern.

Chief Executive Officer and President

Transitioned company's strategic focus into a distribution business upon

sale of manufacturing operations. Added new products and structured

product agreements for U.S. market. Outsourced logistics services to

improve efficiency and reduce distribution and overhead costs.

Chief Financial Officer / VP, Finance & Administration

Assumed financial and audit control during critical year-end period.

Immediately challenged to calm chaotic environment and prepare for audit

while combining dual holding companies within narrow timeframe. Worked

closely with German headquarters and US-based attorney to finalize new

domestic corporate structure.

Charged with improving overall company performance, positioning enterprise

on aggressive growth path, strengthening company management and improving

organizational structure. Provide strategic and financial oversight across

Finance, IT, HR and Warehouse departments, managing ten employees.

Implement new systems, procedures, internal controls and IT improvements;

assess risk and mitigate loss; and, analyze ways and means to reduce costs.

P&L control for Finance / Administration.

Key Financial, Operational & Legal Impacts

. Implemented new computerized accounting system and train / cross-train

personnel.

- Net results: Boosted performance, curbed data-entry errors and

heightened reporting capabilities.

. Within 1 month of hire date, eliminated inaccuracies in financial records

to achieve accurate reporting results.

- Net results: Completed year-end financial close and comprehensive

audit within corporate deadline.

. Identified revenue opportunity to sell dormant product license.

Negotiated product license sale agreement.

- Net results: Increased revenue $300,000 from sale of product license.

. Completed legal structure reorganization into new company with 2 party

holding companies. Reviewed and approved legal agreements with attorneys.

. Analyzed internal business operations and identified areas for

improvement.

- Net results: Reduced operating expenses $100,000 while improving

business performance.

BIMEDA, INC.-Kansas City, Missouri (Company relocated to Chicago)

2003 to 2005

$40M domestic manufacturing and distribution subsidiary of privately held

international pharmaceutical concern.

Chief Financial Officer

Engaged to render financial, accounting, IT, risk management, M&A, customer

service, legal and banking relations strategic and financial oversight,

manage period of corporate transition / turnaround and position company for

national growth. Guided overall company P&L, ensured proper reporting and

managed eight employees in Finance, IT, HR, Customer Service and Warehouse

departments.

Improved overall company performance, cash flow position, financial

integrity, strategic forecasting / planning and customer service level;

implemented series of new systems, procedures, internal controls and IT

improvements; and, reduced risk while improving product cost structure.

Continuous Improvement Initiatives Operational Enhancements

. Identified and implemented continuous improvement initiatives and

reengineered cost structure and processes to respond and adapt quickly to

changing needs.

- Net results: Reduced operating expenses $250,000 (e.g., 15%) and

integrated Canadian operation into US to create North American

financial and operational structure.

. Established inventory controls, thwarted data flow bottlenecks and built

rapport with warehouse personnel.

- Net results: Slashed shipping and receiving errors 95% and reduced

write-offs by $150,000.

. Revamped risk management program to garner new risk management strategy.

- Net results: Saved $250,000 and enhanced overall effectiveness of

global insurance programs.

. Bolstered planning, budgeting and forecasting processes to increase

accuracy while reducing preparation time.

- Net results: Achieved accurate cash flow forecasting and initiated

process to improve collections 35%.

. Implemented new internal controls and governance process.

- Net results: Prepared company for Sarbanes-Oxley 404 compliance.

AQUILA, INC.-Kansas City, Missouri 1998 to 2002

$2.3B energy services division of $40B Fortune 100, publicly held

international energy company.

Finance Director / Director, Planning & Performance

Executed series of performance improvement initiatives and performance

management activities (i.e., Balanced Scorecard, benchmarking, variance

reviews, ROI / financial / operational analysis, etc.). Implemented

strategic plan and selected to Corporate Strategic Planning Team. Led

special projects and secured cross-departmental buy-in to achieve

objectives. Performed M&A activities and developed integration strategies;

reviewed, identified and improved risk management processes.

Key member of 3-person "right-hand" group reporting to Business Unit

President. Project lead on cross-functional business unit initiatives

designed to improve efficiency and effectiveness throughout all levels of

this company featuring matrix organizational structure.

Strategy Implementation, Alignment & Planning Performance Improvement

. Provided strategic and tactical direction to executive management; led

benchmarking process, identifying trends and areas for improvement in

business functions company-wide.

. Partnered corporate strategic growth with employee goals via strategic

planning and systems improvements.

. Drove process and cultural changes in several functions, invoking change

management insight and capability.

. Innovated Balanced Scorecard / dashboard tool and on-line scorecard

tracking systems to align strategy throughout company (e.g., 1st time all

functions aligned) and track business drivers and financial results.

- Net results: Secured Top-25% industry rank for cost-effectiveness.

. Developed key performance metrics to improve financial and operational

effectiveness across 4 product lines.

- Net results: Increased customer satisfaction 2% and product / delivery

reliability 35%.

. Net results: Slashed monthly operating report preparation time by 80% and

improved analysis and controls, reducing operating expenses $200,000.

EARLY CAREER

PRIMEX TECHNOLOGIES, INC.-Marion, Illinois (Company sold) 1997 to 1998

$130M diversified defense manufacturing unit of $500M, publicly held high-

tech concern.

Finance Director / Business Unit Chief Financial Officer

ENGINEERED PRODUCTS, INC.-St. Louis, Missouri 1995 to 1997

$40M privately held 6-division plastics manufacturer of consumer and

industrial goods.

Chief Financial Officer / Corporate Controller

GENERAL X-RAY, INC.-St. Louis, Missouri (Company sold) 1993 to 1995

$45M privately held medical distribution and service company with 8

locations.

Chief Financial Officer / Controller

ELF ASPHALT, INC.-St. Louis, Missouri (Company sold) 1986 to 1993

$200M French-owned manufacturing company with 50 locations nationwide.

Finance Manager

AMERADA HESS CORPORATION-Tulsa, Oklahoma 1982 to 1986

Publicly held oil and gas concern.

Internal Auditor

DELOITTE-Kansas City, Missouri 1981 to 1982

Big 4 CPA firm.

Auditor

EDUCATION

Bachelor of Business Administration (B.B.A.) . Accounting / Finance . 1981

Southwestern College, Winfield, Kansas, Graduated Magna cum Laude

PROFESSIONAL STANDING & AFFILIATIONS

Certified Public Accountant (CPA)

Financial Executives International (FEI) . Association for Corporate Growth

(ACG)

American Institute of CPAs (AICPA) . Kansas Society of CPAs . Missouri

Society of CPAs

Nominated for Kansas City Business Journal private company CFO of the Year

Award

CIVIC & COMMUNITY INVOLVEMENTS

Former Assistant Scoutmaster / Boy Scouts of America . Volunteer / KC Men's

Rescue Mission

Former Board Member / Foundation Workshop, Inc. (sheltered workshop for

adults with developmental disabilities)

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