Sales Vice President

Gregory J. Lytz

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

**** ********** ** 704-***-**** (H)

Gastonia, NC 28056 704-***-**** (M)

Vice President / CFO Manufacturing / Distribution CPA / CMA

Lean Manufacturing Acquisition Experience High Integrity IT Responsibility

Global Experience Risk Management Banking Relationships Union Experience Fund Management

GAAP / IFRS Compliance HR Management Purchasing / Procurement

Full P & L Responsibility Strategic Planning

Experienced, hands-on leader with strengths in controlling operations and optimizing organizations to achieve

maximum growth and market share in both domestic and international markets. Talent for quickly assessing

situations, developing solutions, fixing problems related to business performance, and providing strategic advice

that improves competitive performance and reduces costs. Proven track record in streamlining front and back

office processes, automating process flows, and developing Lean Manufacturing methods in continuous

improvement environments.

Strengths include:

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Streamlining and Automating Processes Establishing Global Manufacturing Operations

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Implementing Lean Manufacturing Strategic Business Planning and Forecasting

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Methods and Reducing Costs Presentation and Communication Skills

• Establishing Key Performance Metrics • Assessing Growth Strategies & Acquisitions

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• Managing and Improving Cash Flow Working as a Facilitator Across the Organization

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Banking Relationships and Cash Reputation for Uncompromising Integrity, Honesty

Management and Values

Professional Experience

2009 – Present GJL Financial Services

Providing financial consulting services and operational advice to small businesses in the Charlotte, NC

area. Working closely with small business owners and executives, providing advice, key performance indicators

and analytical tools that can be used to effectively manage operations and profitability. Special emphasis on cost

and expense structures, advice on lean manufacturing concepts, analysis on the operational and financial impact

of growth strategies and acquisitions, business modeling, and cash flow management.

2006 - 2009 Pyronics International, Inc.

Manufacturer of Combustion Equipment and Systems for industrial applications

Vice President of Finance and Chief Financial Officer

• Responsible for overall operations, finance and administration; Manage all budgets and cash flow;

Developing business and coordinating sales growth in domestic and international markets

• Reduced costs by introducing Lean Manufacturing and 5S concepts in all manufacturing facilities

• Established an equity joint venture with a Chinese partner for manufacturing and marketing

combustion products for the Asian market

• Assessed, valued and integrated potential acquisitions and growth opportunities

• Reorganized the manufacturing plant operations; hired and trained key operations personnel

• Established global sources in China for outsourcing component products for the U.S. and Asian

markets

• Developed pricing models, cash flow and monitoring tools for the operations

• Implemented new enterprise software to monitor and control the business

2005 - 2006 Rauch Industries, Inc.

Manufacturer and distributor of seasonal consumer products with annual sales of $120 million

Vice President and Chief Financial Officer

• Streamlined front and back office processes to eliminate waste and reduce costs

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• Developed strategic plans and budgets to manage cash from turnaround business model

• Hired key financial personnel with charge to conduct turnaround of Rauch

• Integrated two acquired companies into the corporate structure of the parent company

• Corporate Officer and Secretary; Actively involved in Board meetings for Private Equity Group

• Advanced the company’s relationship with the financial community and Private Equity Group

2001 - 2004 Empire Plastics, Inc.

Private manufacturer of PVC plastic sheet and rolls for the credit card and thermoforming industries

Vice President and General Manager; Chief Financial Officer

• Directed the manufacturing operations with 180 employees and $35 million in annual sales

• Restructured the sales organization to improve segment sales by 48%; Developed pricing models

• Reduced operating costs by $1.2 million by introducing lean manufacturing concepts and reduced

customer claims to below 1% of sales; Developed company policies and procedures

• Changed the existing cost systems and performance measurements to match the flow and nature of

the production process; Drove improvements in quality and waste reduction

• Managed the risk management program to minimize insurance costs and casualty losses, reducing

costs by 10% as insurance premiums were increasing due to recent tragedies

• Recapitalized the business and improved relationships with secured creditors; Ensured Corporation’s

compliance with Sarbanes Oxley requirements; Private Equity Group Ownership

• Lead Union contract negotiations and contract grievance resolution

1996 - 2000 Laufen / U. S. Ceramic Tile Co., Roca / Keramik Holding AG Laufen

Multi-national manufacturer of ceramic wall and floor tile with U.S. annual sales of approximately $180

million and worldwide annual sales of $2.150 billion.

Vice President of Finance and Chief Financial Officer; Director of Finance

• Hired key finance personnel to assist in rapidly growing business; Represented the Company in supplier,

customer, and union contract negotiations

• Member of international committee for evaluating and implementing SAP and Hyperion reporting

systems; Member of international committee for evaluating GAAP and IFRS differences

• Coordinated the company’s annual and 3-year financial planning process; Business unit and global

forecasting

• Updated the existing cost systems and performance measurements; performed monthly, quarterly

and annual internal and external reporting

• Improved warehouse and transportation by implementing a warehouse management system with RF

bar-coding technology, reducing order turnaround and delivery errors by 8%

• Reduced the month-end closing process to 3 days; Improved existing ERP systems

• Advanced the company’s relationship with the financial community

1990 - 1996 Clow Water Systems Co., McWane, Inc.

Private manufacturer of ductile iron pipe, fittings, and fabricated products with Division annual sales of

approximately $100 million and overall corporate sales of $1.20 billion.

Division Controller

• Reorganized struggling financial organization; Division connection with Corporate Headquarters

• Division responsibility for working capital reductions and S,G&A control

• Directed and evaluated the organization’s policies, practices and systems

• Developed strategies and structure to assure internal controls and accountability for all financial

reporting including compliance with GAAP and statutory requirements

• Financial planning, reporting and cost analysis

• Hired, trained and directed the finance team

• Installed MAS 90 systems to control and monitor the business

1982 - 1990 DataCard Addressograph / Addressograph Multigraph

Public fortune 100 company manufacturing duplicator machines, credit card equipment, and fleet managements

systems

(1987-1990) Plant Controller, (1984-1987) Cost Accounting Manager, (1982-1984) Cost Accountant

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1981 Hausser & Heintel, CPA’s, Auditor

EDUCATION & CERTIFICATIONS

B. S. Accounting, University of Akron, Akron, Ohio, 1981

Certified Public Accountant (CPA) licensed in Ohio

Certified Management Accountant (CMA)

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