CHRISTOPHER J. NIELSEN Broadview Hts., OH . 561-***-**** .

acvm39@r.postjobfree.com

FINANCE AND OPERATIONS EXECUTIVE - CFO / COO LEVEL

Trusted partner to the CEO / President, bringing a breadth of holistic and

practical solutions to MAXIMIZE REVENUE, INCREASE PROFITABILITY, MINIMIZE

RISK, and ENHANCE SHAREHOLDER VALUE. Guiding philosophy moves beyond the

traditional "Finance Operator" and reflects deep understanding of business,

with finesse in immersing in operations and influencing corporate strategy

to drive PERFORMANCE TRANSFORMATION. Catalyst in applying fresh ideas and

solutions to address problems and prevent unforeseen challenges.

Charismatic communicator and relationship-builder, with the ability to

interact with diverse stakeholder personalities.

PIVOTAL STRENGTHS:

Strategic Planning Business Process Cash Flow and Profit

Improvement Management

M&A Due Diligence Policies, Controls / Financial Insight /

Compliance Analysis

Cost Control / Cost Avoidance Risk Management / Forecasting / Budgeting

Mitigation

Systems Conversions / Customer Orientation Negotiation /

Technical Capability Influencing

Executive / Board Relationships / Team Leadership /

Presentations Consensus Building Development

EXPERIENCE, KEY CONTRIBUTIONS & PERFORMANCE MILESTONES

NIELSEN CONSULTING SERVICES (NCS), Cleveland, OH

2014 to present

Interim Chief Operating Officer - COO

Partner and collaborate with senior management teams to solve complex

business problems, identify opportunities, and implement improvement

initiatives. Focus on: Strategic Planning, Team Building, Organizational

Structure, Accountability Systems, Profitability Models, Financial Goals,

Performance Metrics, Sustainable Growth. Highlights:

Chief Operating Officer: SOLUPAY PROCESSING SYSTEMS, Twinsburg, OH (2015-

present)

Oversee operational and people management strategy for a credit card

processing company (handling approximately $2B+ in volume annually).

Drive all aspects of customer relationships, IT/Systems optimization and

utilization, financial controls, and leadership of 20 Direct Reports.

Contributed to development of disciplined company standards, streamlining

processes and opening lines of communications, instilling a "Lean"

thinking culture and environment of cooperation and accountability to

maximize organizational effectiveness.

Chief Operating Officer: 1ST GLOBAL CAPITAL, LLC, Hallandale Beach, FL

(2014-2015)

. Provided strategic direction, innovative vision and bold leadership to

position the company for sustainable growth. Enrooted disciplined

infrastructure and created an organizational foundation that enabled the

business to be more flexible and proactive to better maneuver through

greater volatility and competition.

. Focused on: (i.) Developing and implementing financial and operational

plans to drive growth and enhance finance decision-making throughout the

company; (ii.) Streamlining and transforming Underwriting, Collections,

Accounting and Back Office Support functions into Centers of Excellence;

(iii.) Designing and executing responsive marketing strategies, including

corporate logo, collateral and integrated advertising plan; (iv.)

Delivering compelling external investor presentations to raise capital.

THORWORKS INDUSTRIES, Sandusky, OH

2013 to 2014

Chief Financial Officer - CFO

Operationally-focused strategic role, working closely with the CEO and

executive team, defining and leading the execution of short and long-term

goals. Key driver in navigating the growth of the business through

leadership, strategic planning, and financial forecasting and analysis.

Responsible for all financial operations of a $300M organization comprised

of 5 diverse Divisions (ThorSport, ThorFarm, ThorFood, ThorAir, and

SealMaster Franchise System) with 250 employees and 15 Direct Reports.

Focus on providing effective, hands-on, collaborative and inspiring

leadership style to ensure integration of all employees and foster an

environment of continuous improvement.

THORWORKS INDUSTRIES (continued)

. Maximized the Company's Financial Position: Improved internal controls

and operational processes, creating a robust structure to enable the

company to capture a significant amount of savings, while attaining

operational excellence. STRATEGIC IMPACT: Initiatives included: (i.)

Deepened relationships with Insurers and restructured fees, with

projected savings of 10%-14%; (ii.) Identified and reclassified

franchisee / franchisor royalty payment structure, capturing millions of

dollars in savings; (iii.) Initiated, sourced and implemented new 401(K)

Trustee external service provider and Payroll provider to increase

efficiency; (iv.) Actively participating in M&A process, with focus on

acquiring companies out of receivership / bankruptcy.

ECJ CORPORATION, Boca Raton, FL

2008 to 2013

Chief Financial Officer - CFO

Highly visible leadership role overseeing day-to-day operations,

encompassing a portfolio of 10 diverse small businesses (including

wholesale / retail jewelry chain, real estate development, electronic

manufacturing, and entertainment services, in domestic and international

markets), generating $70M in total revenue. Focus on providing leadership,

vision, proper operational controls, and management of systems to ensure

financial strength and operating efficiency.

. Created Substantial Shareholder Value: Provided continuous evaluation of

short and long-term strategic financial objectives, including product

strategy, realignment of resources, divestiture / revamping of under-

performing operations, and analysis of market trends. STRATEGIC IMPACT:

Created new strategic business roadmap to reenergize the organization

and establish a new platform for sustainable growth. Maintained 15%-22%

profit margins, in spite of a tough economic landscape, while reducing

costs by 30%.

. Improved Cash Flow: Implemented numerous initiatives to maintain a

robust control environment, and enhance the company's financial

infrastructure. STRATEGIC IMPACT: Strategies included (i.) Brought

outsourced accounting function back in-house, saving tens of thousands of

dollars annually while increasing vigilance of critical financial

information, and (ii.) Overhauled the inventory control system,

negotiating and structuring new supplier agreements that reduced

inventory by 50% and freed up 67% of cash flow.

. Acted as Performance Leader and Driver of Change: Established

standardized policies and processes in multiple areas, including Credit,

Acquisition and Compliance. STRATEGIC IMPACT: Disciplined structure

improved delivery of meaningful financial information in a consistent,

timely and useful manner, and ensured that the company was in full

compliance with regulatory requirements.

. Enhanced Business Performance Through Effective Use of Technology: Drove

implementation of organization-wide systems to enhance the company's

capabilities. STRATEGIC IMPACT: Led conversion to more appropriate and

efficient financial systems, merging multiple "standalone" operations

into a centralized and consolidated accounting function, enabling real-

time analysis and reporting for more effective executive decision-making.

WORLDWIDE STEEL, formerly Spartan Steel, Cleveland, OH

1998 to 2008

Vice President Finance, Chief Financial Officer / Chief Operating Officer -

CFO/COO

Served as a pivotal contributor in navigating the company's growth from

$10M to $150M; driving operational efficiencies by identifying and

executing system enhancements to optimize processes and service levels.

Additionally, oversaw legal and accounting functions for multiple M&A

transactions, as well as integration of finance functions.

. Initiated and Managed Multiple Infrastructure Upgrades to Optimize

Efficiency: Researched and implemented a new ERP system to enhance

collaboration with business processes and satisfy the need for

scalability. STRATEGIC IMPACT: New enterprise software delivered a

fully integrated solution, meeting the unique needs of the Steel

industry, streamlining efficiency and facilitating implementation of JIT,

while saving 40% in costs.

. Substantially Boosted the Bottom Line: Cultivated and strengthened

relationships with Banks, effectively articulating the business vision

and growth strategy. STRATEGIC IMPACT: Successfully gained increase in

Line of Credit from $5M to $10M, enabling the company to leverage buying

power and added vendor discounts, resulting in sales growth between $40M-

$75M and 3%-7% margin improvement.

EARLIER CAREER Commercial Analyst III / Team Leader and Investment

Research Associate (1994-1998)

EDUCATION UNIVERSITY OF AKRON, Akron, Ohio

B.S.B.A., Business Administration, Finance Concentration,

Economics Minor

ADDITIONAL Computer skills: Salesforce.com (P2), Microsoft Word, Excel,

ACT, Access, QuickBooks, Peachtree, Microsoft Dynamics GP,

LogicMate (Jewels 2000), Enmark Systems, and MAS 90.

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