Management Sales

Bruce A. Weber, CPA

***** ******** ***** . ****** ********, MI 48315

Phone: 586-***-**** . Cell: 586-***-**** . Email: ******@*******.***

Linkedin Profile: www.linkedin.com/in/bruceaweber

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Chief Financial Officer

Financial Leadership . Corporate Management . System Development .

Financial Analysis

Senior level executive with extensive experience in business management

and employee leadership. Face-to-face interaction with the Board of

Directors, bankers, attorneys and financial consultants. Proven hands-on

approach with an established record of success in growing enterprise

value. Strong in budgets, projections, cash flow forecasts and overall

corporate management. Experience in international and multi-location

operations and the ability to interact smoothly and effectively with all

functional areas within a company. Specific areas of expertise include:

Financial, Strategic & Business Budget Development & Management

Planning

Accounting & Financial Operations Treasury Management & Bank Relations

Business Expansion & Startups Crisis Management

Profitability Analysis, Cost Tax Reporting & Compliance

Accounting & Quoting

Business System Design & Risk Management

Implementation

Staff Management & Development Merger & Acquisition Negotiations

Information Systems Human Resources & Benefits

Demonstrated organizational skills with the ability to prioritize and

manage multiple tasks, often with conflicting deadlines. Proven ability

to work independently, or as a team member depending on the

circumstances. Exercise a high degree of discretion, judgment and tact

when involved with sensitive issues.

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Professional Experience

Alex Pallet Systems, LLC (d/b/a ALX Pallet Systems) Start-

up Company Bingham Farms, MI

SVP & Chief Financial Officer

May, 2008 to Present

Designed, implemented and manage all financial aspects of this

manufacturer and provider of aluminum pallets. This is a hands-on

position since the company is in its start-up phase. Specific

responsibilities also include:

Financial & Strategic Planning Budget Development & Management

Profitability Analysis, Cost Business System Design & Implementation

Accounting & Quoting

Information Systems Human Resources & Benefits

Key accomplishments include:

V Key contributor to the development of the assembly and manufacturing

process and its integration into the ERP system. Interface was

planned, designed and integrated for this highly automated process.

V Designed and implemented all business systems including the selection

and implementation of the ERP system, payroll system, purchasing

process and human resource procedures. Key contributor to the

development of all quality processes and procedures.

V Trained all employees on the proper use of the newly implemented ERP

system.

V Key contributor to the team charged with system design and

implementation for the tracking of rental pallets and the integration

of all information with the new ERP system.

V Negotiated terms of loan agreements with lenders and monitored

compliance with covenants.

V Developed contract templates for all aspects of the business (direct

pallet sales, pallets under management, pallet rental) to be used as

the starting point of any contract negotiation.

V Developed procedures for travel, paid time-off usage, vendor quoting

and expense reports.

V Designed and developed the template used for quoting to customers under

four scenarios: 1) direct sale of the pallet, 2) leasing of the

pallet, 3) pallets under management, and 4) daily rental.

V Developed the standard costs used in the accounting and quoting

systems.

Blue Water Automotive Systems, Inc.

Marysville, MI

Chief Financial Officer

September, 2007 to April, 2008

Managed all financial and information technology requirements for this

$200.0 million international plastic injection molding automotive

supplier. My management responsibilities included the supervision of

four direct reports and eleven indirect reports. Operations included

seven production facilities in the United States and one in Mexico. The

company is financially distressed and has required constant focus on cash

management and bank relations. Operating results improved over the last

few months but the current leverage position and need for additional cash

in the coming year to launch new vehicle tooling programs continue to

impede further progress. The company filed for Chapter 11 reorganization

on February 12, 2008. Key responsibilities also include:

Blue Water Automotive Systems, Inc. - continued

Private Equity Owner Relations Treasury Management & Bank Relations

Profitability Analysis, Cost Budgeting, Forecasting & Projections

Accounting & Quoting

Key accomplishments include:

V Leadership through the Chapter 11 reorganization process including

representation in the U.S. Bankruptcy Court and relationship management

of bankruptcy attorneys and financial consultants. Directed teams that

prepared all bankruptcy filings, projections and schedules.

V Directed the development of a cash forecasting process that allowed

management to understand its cash position on a daily basis for the

first time. Achieved a one-time reduction is cash spending of $750,000

using this new process to better understand the timing of cash inflows

and outflows.

V Directed team on the collection of past-due receivables and

successfully collected approximately $1.0 million in previously

uncollected amounts.

V Developed a system to monitor program spending to budget for all

tooling programs. Annual tooling spend was approximately $35.0 million

at this time.

V Key member of team organized to improve payment timing by customers for

tooling programs. Efforts of team led to increased advance payments

and payments earlier in program lives resulting in lower cash

requirements for the company.

V Provided proper focus and direction to private equity owners on the

realities of the U.S. automotive industry and the current status of the

company and its performance on key tooling programs.

Bruce A. Weber Consulting

Shelby Township, MI

Consultant

November, 2006 to August, 2007

Actively manage finance departments for client companies and provide

interim CFO services while investigating opportunities for my next

financial leadership position. Clientele include manufacturing and

service companies.

Key accomplishments include:

V Directed team focused on past-due receivable collections. Successfully

collected $1.5 million in past-due balances through increased

collection calls and involvement of the sales team in the collection

process.

V Prepared the initial weekly cash flow forecast for a client company

giving increased visibility to cash position and improvement in cash

management.

V Re-wrote sales contract templates for client company which provides

exhibit space, design and construction services. Changes incorporated

improved contract terms and liability provisions.

V Renegotiated payment terms with major customers to improve cash inflows

to a client company. Achieved a one-time $250,000 cash improvement.

V Analyzed the rationale for maintaining a production facility versus

closure of the operation. Based on the analysis the decision was made

to close the facility leading to a $200,000 per month cost savings.

Pullman Industries, Inc.

Troy, MI

Chief Financial Officer

2001 to 2006

Successfully direct a staff of eighteen employees in their daily duties

encompassing all aspects of the accounting, financial, human resource and

information technology functions for this $215.0 million international

automotive supplier. Company operations include locations in the United

States, Germany, Switzerland and Mexico and my duties involve oversight

responsibility for all production, research & development, engineering,

program management, sales & marketing and administrative departments.

Key responsibilities also include:

Financial, Business & Strategic Budget Development & Management

Planning

Profitability Analysis, Cost Treasury Management & Bank Relations (U.S.

Accounting & Quoting &

International)

Board of Director Relations Labor Relations Compliance

Key accomplishments include:

V Member of three person team tasked with the negotiation and sale of the

company to Noble International, Ltd. in October, 2006. Sale was

successfully completed at a price of $120.0 million and a capital gain

of $95.0 million.

V Directed due diligence team through a three-month long process to the

successful sale of the company. Included working with the buyer's

financial team, independent accountants, lawyers and valuation experts

as well as coordinating Pullman's internal resources.

V Restructure of the Mexican operations and negotiation of a new bank

financing package in Mexico. The restructure included the negotiation

and purchase of a joint-venture partner's 50% share of the Mexican

operations and the development of a new bank funding plan of $20.0

million (USD) using a bank syndication. The restructure and

improvement made in plant operations turned the operations from an

operating loss to a small operating profit.

V Directed a team which restructured the employee benefit plans to reduce

costs by $1.5 million per year. Objectives were accomplished by

incorporating a high-deductible medical plan with a health

reimbursement account and including an actively managed prescription

drug program. The team involved company employees and outside

benefit consultants and resulted in a better plan for the employees.

V Key member of team organized to reduce workers compensation costs.

Outlined more stringent processes to follow at the plant level when an

injury did occur (employee visited a company approved doctor) and a

higher level of review at the corporate office level (CFO and COO) that

included monthly meetings with workers compensation consultants.

Effort reduced annual workers compensation costs by $1.0 million.

Pullman Industries, Inc. - continued

V Led team organized to improve the cost estimating and quoting process

and its integration with the engineering department and the operating

units. The effort led to a better understanding of manufacturing costs

and the integration of more accurate costs in the cost estimating and

quoting process. Pricing became more accurate and improved the

operating margin by1% ($2.0 million) over time.

V Managed the process of mapping required tasks in the corporate office

departments to available headcount which led to a reduction of 14 full-

time equivalents without any significant degradation in performance.

Annual savings was approximately $1.3 million.

V Directed the turnaround of the company from a loss in 2000 of $6.5

million to an operating profit in 2005 of $14.8 million. The

improvement was accomplished through improved financial controls &

processes, improved performance at the operating unit level (lean

manufacturing techniques, improvement in quality and on-time delivery)

as well as the items noted above.

The increase in profitability and the other improvements noted above

were accomplished during a time when the automotive industry was being

reshaped through global competition.

Decision Consultants, Inc.

Southfield, MI

Corporate Controller

1996 to 2001

Responsible for all back-office administrative functions of this provider

of computer consulting services with revenues in excess of $200.0

million. The company employs approximately 1,800 billable employees in

15 offices around the United States. I supervise 20 employees also

encompassing the following key areas:

Commission Reporting & Payments Policy Implementation & Management

Payroll Accounts Receivable & Billing

Key accomplishments include:

V Led the team that designed and implemented a new financial reporting

software package encompassing general ledger, accounts receivable and

accounts payable. The objectives of this project included the

integration of the new financial reporting system with the existing

human resource, billing and commission databases.

V Directed a team organized to design and implement a state-of-the art

payroll system offering significant improvements in processing time and

reporting requirements. The implementation included the outsourcing of

all payroll tax reporting and compliance and W-2 processing and

transmittal to the IRS. The objectives of the project were achieved

with minimal errors and negative impact on the employee population.

V Managed the successful outcome of an Internal Revenue Service

examination which resulted in only minor income tax adjustments.

V Directed teams that designed, implemented and enforced company-wide

policies regarding travel, payroll, credit & collections, project

control & reporting, tuition reimbursement, time reporting, 401 (k)

processing, capital acquisitions and VISA hiring. Objectives of the

process were to protect company assets and maintain legal compliance

while improving all processes for use by the billable employees. All

objectives were achieved satisfactorily.

V Led a team that designed and implemented a centralized travel

management system which can be accessed anywhere in the world via the

Internet or a toll-free number on a 24/7/365 basis. The system

included built-in company policies and approval steps and led to an

estimated savings of approximately $350,000 per year.

Alcoa Fujikura Ltd. (formally Electro-Wire Products, Inc.)

Dearborn, MI

Controller

1993 to 1996

Responsible the financial aspects of the Truck & Industrial division of

this manufacturer of electrical distribution and wire harness systems.

The Truck & Industrial division had annual revenues of $125.0 million and

operations in the United States, Canada and Mexico.

VW Credit, Inc. (VW of America Captive Finance Company)

Auburn Hills, MI

Assistant Controller

1990 to 1993

Responsible for all financial reporting under U.S. and German generally

accepted accounting principles. Complex accounting transactions

including retail and lease financing as well as dealership floor-plan

financing.

PricewaterhouseCoopers

Detroit, MI

Senior Accountant

1984 to 1990

Audit client companies and provide business guidance and recommendations.

Client companies include manufacturing, service and non-profit entities.

Supervise engagement staff and prepare engagement budgets.

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Education

Wayne State University

Detroit, MI

Bachelor of Science in Business Administration (With Distinction)

1984

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