Sales Human Resources

JAMES E. SIEBER, CPA

*** ********* ***** **** ******, IL 60045

H 847-***-**** **********@*****.*** C 847-***-****

EXECUTIVE PROFILE

An accomplished senior Finance Executive and Corporate Officer who develops

and implements innovative strategies that improve operational efficiency,

increase revenue, and achieve significant enhancements to an organization's

bottom line. A resourceful leader and collaborative business partner

committed to achieving profitability and success for an organization.

Broad-based experience includes:

Public, Family, J.V. & P.E. Mergers and Acquisitions

International Expansion

Strategic Planning Cost Accounting and Production

Real Estate Transactions

Banking / Auditor Relations U.S. GAAP Financial

Reporting Risk Management

EXPERIENCE

B2BCFO, Lake Forest, IL August, 2009 to present

Largest US firm providing CFO services to small and mid-market companies.

Partner

ESSENTIAL GROUP, INC. Gurnee, IL 2008 to March, 2009

Private equity sponsored contract research organization that plans and

executes clinical trials on behalf of drug development organizations.

Interim Chief Financial Officer

Lead all financial functions, including financial reporting, general

ledger, treasury, financial analysis and budgeting.

Great Lakes Synergy / Composites One LLC Arlington Heights, IL

2000 - 2008

Family-owned $150 million manufacturer of thermoplastic materials (GLS

Corp.) with operations in U.S., Europe, and China and a $750 million

international joint venture distributor of composite materials with 38

locations in North America and China.

Vice President, Treasurer, and Chief Financial Officer

Led all financial functions, including consolidated financial reporting,

general ledger, treasury, internal controls, U.S. GAAP reporting, external

auditor and banking relationships, cost accounting, financial analysis,

credit, tax, international finance, budgeting, business plan reporting,

acquisitions, and financial integration of acquisitions.

Managed auto fleet, human resources, information technology, and employee

benefit plans, including 401(k) and medical. Directed staff of 50, with

functional direct reports in human resources, information technology,

controllers, corporate credit, tax, treasury, and auto fleet.

. Partnered with sales team that landed a large new customer, with

potential annual sales in excess of $50 million. Facilitated a credit

line and developed modeling template to verify profitability.

. Key player in international growth initiatives having the potential to

generate $20 million in incremental annual revenues and better service

international customers:

> Established corporate structures, banking, legal, and accounting

relationships in Europe, Hong Kong, Taiwan and China;

> Hired financial staff, funded plant construction, established

inter-company pricing policies, consolidated RMB financial

statements into U.S. financial statements, and established

mechanisms to support expatriates.

. Teamed with CEO in facilitating the successful acquisition and

integration of four companies in strategic markets, totaling $150

million in sales.

. Worked with investment bankers to facilitate sale of manufacturing

corporation for significant EBITDA multiple. Supported completion of

offering memorandum, buyer due diligence, and legal contracts.

JAMES E. SIEBER Page Two

. Improved operating income by introducing lean manufacturing techniques

and continuous improvement goals for material usage, man hours per

output, line utilization, changeover time, unplanned downtime, and

working capital targets, delivering a 25% annual return on assets.

. Renegotiated five-year revolving $50 million bank line, reducing costs

by $250,000 through lowered bank spreads and unused line fees while

improving covenants.

. Partnered with VP health, safety, and environment in managing

insurance risk by moving to high-deductible program, saving $300,000

annually versus existing captive program.

. Conducted 401(k) and profit-sharing plan review, reducing plan costs

$400,000 annually by moving to a bundled plan with reduced fees and

loads. Significantly improved employee training and access to account

information on vendor's Website.

. Implemented a continuous-improvement process throughout finance, HR

and IT, including electronic receipt of vendor invoices, time and

attendance systems, and purchasing cards resulting in improved closing

time, reduced vendor short payments and savings of $180,000 annually.

. Managed two annual U.S. GAAP audits by "Big Four" and top eight

national auditing firms, with no material misstatements or

adjustments.

Kaman Industrial Technologies Corporation Windsor, CT 1999 - 2000

A $600 million subsidiary of Kaman Corp., a $1 billion publicly-owned

manufacturing and distribution company.

Vice President, Finance and Administration

Led a staff of 100 with direct reports of director of human resources,

controller, and national credit manager.

. Created financial strategies that returned company to former level of

5% operating income to sales, and a 20% ROI increase, through an

aggressive focus on margin improvement, inventory management and cost

reductions.

. Implemented a 9% ($9 million) annual operating expense reduction

through staff reductions, facility closures, cost containment, and

productivity improvements.

. Saved $2.6 million annually by teaming with VP logistics and

procurement in development of vendor compliance programs.

U.S. Food Service Deerfield, IL 1997 - 1998

Formerly Alliant Food Service, a private equity sponsored, $6 billion

distributor of food products.

Vice President Finance and Strategy - Midwest Division 1998

Led a $650 million division finance function, managing 35 professionals and

administrative support personnel.

. Key member of management team, instrumental in growing operating

earnings 20% while generating 35% return on net assets and reducing

working capital $50 million.

. Created the financial strategy that reduced working capital $70

million by employing aggressive vendor contract negotiations and more

effective collection practices.

Vice President, Planning and Business Development 1997 - 1998

Member of acquisition team, co-managing acquisition target identification,

financial analysis, negotiation, due diligence, and contracts.

. Successfully negotiated purchase of $70 million, 200-employee company,

exceeding pre-acquisition financial objectives. Managed the post-

acquisition integration processes.

JAMES E. SIEBER Page Three

Gordon Food Service Grand Rapids, MI 1989 - 1996

A family-owned, $2 billion retail and distribution company.

Chief Financial Officer

Directed staff of 160 with direct reports in accounting, financial

services, information technology, taxation, and corporate credit.

. Provided strategic financial direction to achieve 15% annual earnings

growth and return on net assets of more than 25% through aggressive

sales expansion and continuous-improvement processes.

. Improved cash availability $8 million by re-engineering customer

remittance process.

Birds Eye Foods Rochester, NY 1977 - 1989

A $1 billion publicly-owned food products manufacturer.

Corporate Controller, Chief Financial Officer of Comstock/Michigan Fruit

Division

. Partnered with Production, saving $300,000 in material usage by

developing a manufacturing information system.

. Provided key support to VP of Sales in defending a key product line

against a new competitor that retained $5 million in annual sales.

Ernst & Young Kalamazoo, MI 1975 - 1977

Senior Auditor

EDUCATION

CERTIFICATION, AND AFFILIATIONS

MS Accounting Western Michigan University,

Kalamazoo, MI

BA Business Taylor University, Upland, IN

Certified Public Accountant

Financial Executives International, 2003-2009 National Program Committee

Member

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