Sales Financial

D. Anthony Custer

**** ** **** *****, **** Coral, FL 33904 610-***-**** **********@*****.***

Chief Financial Officer / Chief Operations Officer

Compliance / M&A / International / Project Management / Accounting / Treasury / Startups / Turnarounds/Governance / Cost Control / SOX / IT / ISO9001 / Human Resources / Program Management

Spearheaded financial, operations, sales and marketing initiatives in diverse environments, including manufacturing, software, medical services and security. Instituted financial strategies and managed staff to improve long term profitability. Increased revenues by implementing strategic plans, policies and partnerships. Directed controls, analyses, information, strategic planning and compliance functions in both established and entrepreneurial settings. Managed budgets to $150M and staff to 450.

Special Skills: Ensuring financial transactions, policies and procedures meet corporate objectives and regulatory requirements. Managing operations while maintaining “big picture” perspective. Providing most productive, cost-effective and highest quality solutions for rapid growth business needs. Quickly understanding key drivers in new business environments.

BS, Business Administration and Commerce, Rider College.

Selected Accomplishments

Implemented Project based computer Financial system providing high quality controls for an Engineering Group.

Driven by rapid growth of the oil and gas industry, real financial controls were necessary to maximize profits from 80% compound growth. The system provided the controls and management visibility with limited staff growth. Financial support that includes reporting, costing, proposals, manpower planning, HR, IT and treasury for less than 3% of revenue.

In 2015, the lead company, CSD Engineers LLC, was named to the Top 25 Engineering Firms in Pittsburgh.

Converted QA problem into marketing differentiator, increasing sales $4.2M and margin 13% for CimQuest. Company experienced a poor vendor audit, threatening loss of master service contracts. Determined standard practices and related infrastructure were deficient. Hired professional Quality Director from highly regulated nuclear sector. Developed Quality Systems Manual and related SOP's, executed training and incorporated improvements into marketing and sales presentations. Installed performance metrics and made business segments accountable. Tied QA to bonus metrics. Awarded three new contracts. Improved margins from 45% to 51% due to tighter costing and better change control.

Heightened company profitability awareness, improving bottom line $1.4M for All-Control Systems. Operations staff did not understand impact of their actions on bottom line, causing $500K under billing on $3.1M project scope changes and client delays. Contracted with negotiations expert to develop hands on seminar for employees. Generated team dynamics, problem assessment, client communications, negotiating techniques and business acumen skills. Enhanced staff awareness bottom-line impact carried over into sales, purchasing, IT support and client satisfaction.

Reengineered production infrastructure, reducing costs and improving profits $1.7M for Delta Truck Body. Four of 26 plants not profitable and UAW contract up for renewal. Inefficient labor, union rates and benefit levels caused operating losses. Developed and executed plan to redistribute production to non-union facilities. Discontinued operations in targeted plant. Negotiated more favorable contracts with other unions. Avoided unionization of other plants.

Career History

CFO/Treasurer, Carnegie Shared Services Group, LLC, 2008 to Present. A holding company for eight commercial and industrial engineering firms providing financial, administrative and IT services on an economical shared basis. Combined responsibility is $75m in annual revenue; 315 professional staff. Current projects focus on Midstream oil and gas, acquisition of strategic firms and new market penetration. Responsible for all financial, treasury, IT, HR, contract negotiations, tax and forward planning. Consult to CEO’s and owners.

COO/EVP (Co-founder), CimQuest, Inc., 1995 to 2007. Private Regulatory Compliance consulting company with 85 staff and annual revenues of $12M providing IT security, business continuity, SOX compliance and risk management systems to major pharmaceutical and other FDA regulated industries. Managed all inside operations as well as sales and financial functions. Company sold.

CFO/VP of Finance, All-Control Systems, Inc., 1990 to 1994. Process Control Systems Integrator with 115 staff and annual revenues of $14.5M. Designed and built automated manufacturing systems for Fortune 1000 companies in pharmaceutical, food, chemical and automotive industries. Managed finance, accounting, bank relations, HR, project contracts, real estate and network. Also served as Director of Programs responsible for financial outcome of all client engagements. Negotiated contracts, change control, add-on business and technical QA. Company merged with three other firms to form national integrator and went public (OTC).

President, M.E.D.S. Rolling Medical Services, Inc., 1986 to 1990. Private Portable medical diagnostic service corporation that provided diagnostic services on mobile basis to Nursing Homes, Prisons, Mental Institutions and other organizations with wellness programs in Pennsylvania, New Jersey, New York and California. Company sold to large healthcare group.

VP of Finance, Delta Truck Body Co., Inc. & Affiliates, 1978 to 1986. Private Holding company with 26 plants in U.S. and foreign locations with revenues of $350M. Responsible for all finance, accounting, bank relations, cash management, manufacturing facilities world wide, IT, P&L for $25M diverse divisions, external reporting and forward planning.

Earlier Positions: Group Controller, Baker Industries, NYSE Company. Assumed control of financial and operation matters for Wells Fargo Group ($325M), including forward planning, M&A and SEC reporting support.

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