Customer Service Sales

Bruce R. Allen, CPA

**** **** **** ***** ***** Fl 34734

917-***-**** ***********@***.***

CHIEF OPERATING OFFICER chief financial officer

Private Equity Funding Solicitation Mergers & Acquisition Due

Diligence

Business growth, turnaround and rebuilding expert with deep, hands-on

expertise in operational, strategic and financial development for new and

existing global manufacturing companies. Successfully meets large-scale

deliverables speedily and ensures private equity goals are exceeded though

all facets of an operation. Understands and facilitates the private equity

funding process. Performs desired organizational restructuring and P&L

management to enhance merger and acquisition (M&A) transactions. Devises

and executes business plans that drive revenue, efficiency, and

profitability. Regarded for entrepreneurial mindset and application.

. Accounting & Financial Controls

. Team Leadership & Motivation

. Business Turnaround & Profitability Gains

. Process Reengineering & Improvements

. Revenue Generation & Cost Containment

. Financial Planning & Budget Oversight

. System Implementations & Automation

. Production & Logistics & ERP systems

professional experience

CHIEF FINANCIAL OFFICER June 2014 - present

Continental Consumer Products Inc. (Owned by Private Equity Firm),

Greenwich, CT

. Direct the operations and finance function for this 15 person company

owned by private equity. Perform budgetary compilation, financial

projections, and tax planning.

. Reorganized the monthly financial reporting package for the private

equity firm emphasizing more on analytics and relevant information.

. Provide performance metrics for the board of directors to ensure approved

budgets are on track for the planned growth. Provided approximately 30

slides monthly to show how management made decisions.

. Partner with the CEO and board focusing on strategic and operational

initiatives to support value creation objectives.

. Manage and improve the business with a leveraged balance sheet focusing

on cash flow as a key indicator.

. Constructively work with banks and audit firm to ensure correct

regulatory compliance.

CHIEF FINANCIAL OFFICER CHIEF OPERATIONS OFFICER (Contract - Part Time)

March 2013 - present

Confidential (Private Equity Firm), Greenwich, CT

. Direct the operations and finance function for this 15 person private

equity firm focused on medical device, food and entertainment ventures.

Perform budgetary compilation, financial projections, and tax planning.

. Oversee the transition of a national consumer brand from Johnson &

Johnson to the fund.

. Implemented new accounting systems and financial controls, which resulted

in issuing month end financial statements within two days from end of

month. Created company KPI's for the executive team.

. Identified and outsourced marketing and logistics to Emerson Group.

Developed and approved marketing and consumer promotion budgets.

CHIEF FINANCIAL OFFICER CHIEF OPERATIONS OFFICER (Advisor) May 2013 -

present

Graduation Source, New York, NY

. Retained by this privately-owned, specialty apparel, ecommerce company

that provides graduation gowns and accessories to lead the financial and

operational areas.

. Research and assess private equity investments and acquisition targets to

expand operations. Introduced several private equity firms to explore

acquisition targets.

. Recommended transferring in house fulfillment to a 3PL, increasing

shipping efficiency and saving the company over $400,000 annually.

Outsourced customer service overflow to the fulfillment center.

. Appointed by ownership to serve as interim COO/CFO of subsidiary, Avanti

Glass Systems. Restructured the company and hired new estimator to enable

firm to close more projects profitability.

. Researched and recommended Netsuite as the ERP system. Implemented

Netsuite within 6 weeks.

. Secured line of credit that allowed the company to grow 30% through

planning timely production.

. Collaborated with the owner to produce revised 2013 budgets and 2014

operating budgets.

. Introduced new HR department improving regulations compliance and

employee satisfaction.

. Produced companywide function charts and SOP's.

. Sourced product throughout Asia, reducing COGS by 15%.

. Recommended and introduced new product line to improve revenue stream

during low season.

chief finanCIal officer (CFO) 2009 to 2013

Entertainment Retail Enterprises, Orlando, FL

Direct business strategies and key financial decisions for this major

manufacturer and importer of licensed apparel and hard goods that generates

$42 million in annual revenue with key clients, including Mars, Harley

Davidson, Margaritaville, and Nickelodeon.

. Managed a 15-person team; assessed performance and allocated

resources; developed job descriptions and standard operating

procedures (SOPs) to streamline processes and maintain business

continuity.

- Established financial SOPs, which reduced month-end close from two

months to two days.

- Developed and instituted metrics, key performance indicators, and

management dashboards.

- Realized a 35% reduction in warehouse and 50% in office supply

purchases; uncovered 40% ink overpayment; sourced new vendors to

secure competitive pricing.

- Reduced health, worker's compensation, property, general liability,

cargo, warehouse, directors, marine, and criminal activity

insurance by 30%.

. Led $250,000 SAP Business One implementation.

- Increased productivity while reducing headcount, realizing a 30%

reduction in expenses.

- Gained buy-in and trained staff on new system processes and

procedures.

- Created key performance indicators (KPIs) to track and report

sales, production and orders.

. Researched, sourced, negotiated, and obtained a $10 million asset-

based lending credit line. Developed and presented five-year plan to

seven banks to procure best rate; cultivated and managed

relationships.

- Prepared complex financial modeling and analysis, and short- and

long-term projections.

- Secured improved credit and interest rates, and overage

flexibility.

. Collaborated with chief executive officer (CEO) to develop the budget;

projected sales by customer, balance sheet, and cash flow. Prepared

weekly borrowing base certificate for the bank.

. Produced data for quarterly bank audits, reduced evaluation process

from five to three days.

. Designed and implemented an efficient ERP system through SAP which

streamlined processes, shortened business process cycles and increased

user productivity in a real time environment.

consultant 2006 to 2009

Various Apparel Companies

Provided value-based consulting services to facilitate the attainment of

fashion company objectives; select projects include:

. Advised two $1 billion-dollar apparel brands on key business

strategies.

- Championed rebranding and consumer awareness initiatives,

implemented financial controls, reduced expenses, and improved

production sourcing.

- Performed new product analysis, including financial modeling

merchandising strategy assessment. Introduced seamless product

manufacturer in Asia to both brands.

. Served as President and Chief Operating Officer (COO) of Carlos

Falchi; turned around company to achieve profitability, enabling the

expansion, including new products and licensing.

- Reduced expenses 50%, while increasing productivity two fold, Full

P & L responsibility

- Reorganized manufacturing plant to achieve maximum gross margins.

. Held interim COO/CFO role for Simms Fishing, a leading active

sportswear company.

- Developed a complex business model, five-year plan, and operating

budget.

- Earned excellent rating from a Wells Fargo collateral examination

and annual audit.

- Instituted an importing module, streamlined manufacturing plant

systems, and established new sourcing methods, which improved

margins by 10 points, and reduced costs by 25%.

- Collaborated with the President on strategic business development

and M&A opportunities.

Founder, CEO & CFO 2001 to 2006

Private Label Sourcing, LLC, New York, NY

Championed launch of a start-up apparel manufacturing firm that grew to

$120 million in annual revenue in 5 years.

. Oversaw 8 direct reports that managed 40 employees in finance,

accounting, treasury management, production, importation,

merchandising, operations, sales, business development, and human

resources functions; created and grew a mass market fashion house with

a reputation for trend direction and quality production. Full P & L

responsibility.

. Managed customer relationships and maintained key accounts, including

JC Penney, Mervyn's, Sears, Dick's Sporting Goods, Sports Authority,

Wal-Mart, and Target.

. Instituted process improvements and streamlined operations, which

reduced labor and production costs by 50%, maximized profit margins,

achieved sustained bottom-line profitability, and increased sales.

. Launched new seamless apparel product, which generated $15 million in

revenue in the first year.

. Negotiated a favorable factor agreement, and reduced charge backs to

almost 0%.

. Passed all internal reporting and external bank audits. Supervised

employees to gather the required information before the audit.

Reviewed information to ensure compliance and accuracy.

President & CEO (1997-2001) / CFO (1995-1997) 1995 to 2001

Boulevard Apparel Group LTD (Subsidiary of Windsor Industrial Corp.), New

York, NY & Hong Kong

Spearheaded strategic reengineering to turnaround sales and financial

performance of this private label garment manufacturer.

. Regained financial control by monitoring revenue and expenses and

partnering with banks; secured line of credit to finance inventory

costs; reduced workforce by 50% and operating expenses by 40%.

. Doubled revenue in one year, achieved profitability in 18 months, and

built a reputation as a leader.

. Acquired Bonjour and Chic licenses, which captured Wal-Mart and Target

business, and achieved 30% increase in gross margins. Produced apparel

for Federated, Limited Express, JC Penny, and Sears.

. Led software system implementation that resolved issues, created

efficiencies, and enabled growth.

finance manager 1986 to 1995

Windsor Industrial Corp., Hong Kong, China

Analyzed performance of global holdings portfolio; conducted due diligence,

and met with companies seeking financial partnership; advised the Board of

Directors on evaluations and recommendations.

. Facilitated acquisition of Daniel Caron, a distressed cashmere sweater

company; created cut and sew business, which generated $300 million in

revenue, and a significant return on investment (ROI).

- Established sewing factory and three outlet stores; recovered

Windsor's debt in two years.

- Created internal controls, installed AIC software, and designed

modules to produce accurate costing; created a revenue stream by

selling software to other companies.

- Introduced Tom Taylor, a German menswear licensing firm that

achieved profitability in one year.

Education

Bachelor Of Business Accounting, Queensland University of Technology,

Brisbane, Australia

Professional credentials

Certification: Certified Professional Accountant (CPA) Australia

Professional Affiliations: Member, AICPA; Member, Gerson Leman Group (GLG)

Council

Awards: Duke of Edinburgh Bronze, Silver, and Gold Awards

Computer Skills: Microsoft Office Suite, SAP, Navision, AIC, Netsuite,

Quickbooks, UDA, GDS

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