Management Human Resources

PETER NAPOLITANO

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

Phone: 732-***-****

PROFESSIONAL OBJECTIVE

Senior Executive; CFO; Controller

SUMMARY

Proficient in various financial as well as operational responsibilities

including P&L analysis, cash and risk management, strategic short and long

term planning, project and process management, human resources and MIS.

Developed strong teams by providing support creating clear expectations and

goals, and treating others with professionalism, fairness and dignity.

PROFESSIONAL EXPERIENCE

Major Recycling Firm, Newark, New Jersey 2012 -

present

45 year privately held recycling firm; Revenues: $10 million

CFO/COO

Changed Company culture from "small shop" to "corporate"

Merged 2 of the 3 Companies that had synergy and reduced costs by $500k

annually

Performed ergonomic studies in the plant to improve productivity and lower

costs per ton

Streamlined costs by reviewing every general ledger account and making

recommendations on cost savings ideas

Reviewed corporate policies with broker, identifying a change in WC Code

that was approved, and saved the company approximately $70k annually and a

refund for prior years approximating $200k

Created pricing programs for purchasing fiber and plastic products

Expanded and Improved the Company's bid process for municipal bids

Developed a relationship with a Labor Resource company to provide driver-

helpers (20 men) to work on the trucks, an area where the turnover was

significant. The Company also realized a direct savings of approximately

$50k annually, as well as eliminating unemployment, WC, and other employee

matters.

Created Employee Handbook

Responsible for all financial reporting and financial analysis

Developed new programs for employee benefits including health care

Damon G. Douglas Co., Inc, Cranford, NJ 2003 - 2012

75 year privately held construction management firm; Revenues: $75 million

Treasurer/CFO/COO

Responsible for cash management, budgeting / forecasting, banking / bonding

and financial reporting. Additional responsibilities include MIS, Risk

management, managing Business Development team, audit project performance

Oversee and manage the treasury, budgeting, audit and tax, business

development, IT functions

Developed and revised monthly and quarterly financial statement packages

(timely reporting

Established procedure for forecasting (12 month rolling) and budgeting with

strict controls

Developed written policy and procedures for accounting department, business

development and operations

Analyzed operational issues for risk management issues that may have an

impact financially, corporate culture, and the Company as a whole

Shared COO responsibilities with the CEO

Streamlined and created efficiencies in administration, finance, HR and

business development departments

Outsourced MIS function as well as developed IT policies and Disaster

Recovery Program (DRP)

Reduced G&A by $1.7m annually (out of $3.6m) to meet the demands an of

economic downturn

Evaluate and present all business and partnering opportunities to CEO and

Board of directors

Reconstructed all corporate insurance saving $350,000 + annually with

broader coverages

Report all results to Board of Directors and Stockholders (ESOP) on all

aspects of company performance

ESOP and 401k Trustee

Napolitano, Page 2

Created Business Strategy plan including Business Development and Marketing

Plan

Improved development of leads and opportunities from $400 million to $2.2

billion in 7 months

LMR HOLDINGS, INC., New York, NY 1997 - 2003

Multinational textile manufacturer; Revenues: $40 million

Treasurer/COO

Responsible for all worldwide cash management and budgeting. Additional

responsibilities include the overall monitoring of all divisional

manufacturing performance measurements worldwide.

Directed controllers for multiple facilities in all financial reporting,

budgeting, production measurements, human resources, IT procedures

Appraised all subsidiaries financial stability, liquidity, cash flow

position and market capacity

Worked with J.P. Morgan Chase in restructuring debt vs. equity in the

reorganization of the original LBO

Developed corporate policies and protocol worldwide for the "New"

organization

Responsible for "downsizing, upsizing and shut downs" of various divisions

(Shutdowns: France, Florida, New York; Upsizing: Mexico, Alabama, New

Jersey; Downsizing: Manila)

Re-engineered Mexico plant and improved process management increasing

profitability by $1 million annually on $4 million sales

As President of a division, increased annual sales in New Jersey division

from $1 to $9 million over 18 month period

Re-engineered New Jersey plant and improved process management increasing

profitability by $3.5 million annually on $9 million sales

Developed strategic plan for preservation and eventual increase in

worldwide market share

NAPORANO IRON & METAL CO., INC., Newark, NJ 1988 - 1997

Scrap metal recycling company; Revenues: $300 million

VP Administration and Finance

Responsible for all financial reporting and analysis including budgeting

worldwide cash management and budgeting. Supervised a "commercial group"

which performed all critical analysis in the decision making process for

all "buy/sell" transactions. Managed staff of 75 employees

Reported to President in all aspects of financial reporting and analysis

Managed the Commercial Decision making group for bidding on scrap, freight

(air, land, rail & sea), cost accounting and the development of cost

standards

Assisted the President in all overseas trading of scrap metals

Developed "performance measurement" reporting and tools for analysis

Created MIS team with outside services from Arthur Andersen as support

Re-developed all Corporate Insurance programs to ensure appropriate

coverage for all aspects of the business, with an annual average savings of

$475,000

Created and managed a "cost containment committee" that instituted new

programs company-wide which saved $2 million annually

Participated in all industry associations (ISRI, others)

N&W CONCRETE & CONSTRUCTION CO., Tarrytown, NY 1979 - 1988

Concrete and Construction company; Revenues: $50 million

Controller

Responsible for all financial reporting and analysis including budgeting.

Managed staff of 40 employees.

Reported to CEO on all aspects of financial reporting and analysis

Developed a "job cost" system to assist in the bidding process

Developed a production reporting system

Installed and implemented an MIS function and department

Negotiated "teamsters" and "operating engineers" collective bargaining

agreements

Supervised all risk management activities

Re-engineered plant processing techniques, procedures and protocol

Participated in all industry associations (NRMCA, CIC, NSGA)

Napolitano, Page 3

20th CENTURY HOTEL & CASINO, Las Vegas, Nevada 1978 -

1979

Hotel and Casino; Revenues: $250 million

Controller

Responsible for all financial reporting and analysis including budgeting.

Managed staff of 125 employees.

Reported to President on all financial reporting and analysis, for both the

hotel and casino (Hotel division leased to another firm)

Prepared all regulatory reports required by the Nevada Gaming Commission

Developed financial strategies for casino management

Audited and monitored all cashier activities

Installed new payroll system

EDUCATION

B.B.A, Accounting, Bernard Baruch College, New York, NY

M.B.A, Corporate Finance, Pace University, New York, NY (1 course

remaining)

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