CFO

Jorge Luis Gonzalez Email: add3fi@r.postjobfree.com

*** ****** ***** *****: 630-***-****

Elgin, IL 60124 Fax: 630-***-****

Education: Northern Illinois University DeKalb, IL May 2007 Bachelors of Science in Political Science with an emphasis in Public Law Professional: KLC Global & Brokerage, Et Al (O’Hare Cold Co, Greenridge Farm) June 2012 – June 2020 Chief Financial Officer – Minority Partner

KLC is a $65 million parent company of multi-subsidiary trucking, equipment leasing, and commercial real estate investment. All trucking companies run in tandem and closely related to freight and assets shared between them. The company is also involved in commercial real estate acquisition and development for growth purposes, acquiring strategic locations near the main terminal and west coast. Based on my prior experiences and successes, KLC hired me to take charge of the financial department in its entirety. Also, I was to build the human resource aspect of the companies and obtain the required loans to continue to grow. During my time, KLC grew from a $7 million company to a 65+ million-dollar operation. Green Ridge grew from $750,000 to a 45+ million dollar per year meat processing company. The relationship concluded with me as a minority stakeholder in all companies. I am also a board member and pivotal in the decision-making process for the future of the operation and leader of a 20 person accounting department. Very hands on with staff and tasks in my department.

• Within 30 days of arriving, my contract was purchased to permanent due to my efficiency to organize prior year financial data for presentation to a lender for a 12.5 million dollar refinance, which was approved. Currently, that lender has 22 million lent to the company.

• Replaced prior CPA firm with higher caliber that was acceptable to the bank per the loan agreement. Have maintained that relationship for eight years resulting in savings of 125k per year and continued active tax strategy.

• Reorganized the accounting departments in all companies to meet the strict requirements placed by the new lender.

• Exceedingly passed the first bank audit that was behind schedule compared to the review undertaken by the prior outside CPA. Additional finance granted of $1.5 million against receivables. That line is 3.75 million currently, and this year eligible for 6 million max for trucking and 5 million for the meat company.

• Created new roles and responsibilities, procedures, structures, and frequency of the accounting staff to facilitate future reporting and lender audits, resulted in higher efficiency and real-time financial position to make a confident financial decision and solving the cash flow problem that was existing before. Allowed the company to take advantage of cost savings faster and act with data on opportunities.

• Consolidated accounting and reporting functions conducted by the former CPA to in house to facilitate the timeliness, as well as accuracy to comply with the new loan agreements, covenants, borrowing base, and tangible net worth calculations. The outcome saved at least

$175,000 per year and time.

• Solved and negotiated initial tangible net worth and covenant problems that were anticipated at the time of renewal, the company was able to attain the set goals per the agreement and finance to renew and avoid covenant violations.

• Created reporting procedure at the individual, consolidated and consolidating entity level for reporting to bank. Saved time and money when renewing or refinancing loans and the use of outside sources. Saved on time and fees with this process.

• Took over all existing and future audits to “in house” from the outside CPA to complete them on time and with the risk management analysis needed to avoid future problems or financial burdens. Saved CPA fees of $200/hour

• Led in-house audits by, US Department of Labor, Illinois Department of Labor, Illinois Department of Employment Security, Illinois Department of Revenue, and the Internal Revenue Service. The company saved on CPA and assessed fees as a result as well as time.

• Designed safeguards after audits to avoid future audits, penalties, and fines related to prior non-compliance or ignorance to compliance by previous staff. Educated staff on procedures and ways to avoid future complications with the agencies.

• Remapped the reporting problem created by the prior CPA of assets being depreciated on books on tax basis as opposed to GAAP, created a plan and converted books from tax basis to GAAP, resulting in covenants set by banks to be attainable and renewal of loans and compliance to be to the lender’s acceptance. Created in house tracking of fixed assets for accurate real-time data.

• Organized staff to create timely and accurate financial statements, obtained contracts with Volvo, Michelin, Goodyear, CIT, resulting in savings of $2.25 million in parts and tires. Leveraged fuel contracts resulting in savings of 2 million annually as well as insurance saving of

$600-800k by moving our insurance into a privately held international captive insurance model.

• Sought alternative finance sources for new equipment from captive traditional to alternative financing, bringing rates offered from 8-15% to 2.5-3.5% for new equipment, saving in interest for all loans. Successfully moved the company out of the middle market and into corporate finance with lenders. Allowed for accelerated growth at the same interest cost.

• Researched, purchased, and implanted industry-specific software of Truck Mate, increasing productivity and allowing for continued growth using technology that was designed for efficiency. Led to less manpower needed to operate and save on payroll.

• Restructured entities to control risk against lawsuits and asset protection, as well as compliance and creating a vail.

• Planned asset acquisition with tax depreciation and income taxes in mind to minimize tax burden at year-end as well as sustainable growth.

• Planned taxes and basis analysis in real-time for owners and partners for tax purposes saving millions on income taxes per year.

• Led investment and timing on new property acquisition as well as finance required, resulting in an ability to capitalize on opportunities.

• Liaison for the attorney, CPA, bank, and all federal and state agencies.

• CAPEX Analysis monthly for strategic grow taking advantage of bonus and section 179 depreciation as well as yearly goal setting.

• Streamlined international currencies exchange, as well as international trade and import for machinery and progressive invoices of raw materials for both aspects of the business.

• Applied for and obtained PPP funds for both ventures totaling 1.8 million within seven days of program release.

• Led, evaluated, and mentored a team of 20 staff members in department.

• Implemented a successful pan to mitigate against tariffs and pandemic concerns and built a 3+ million cash reserve.

• Conducted regular internal audits to back check compliance and preparedness of financial statements. Professional: AVED Group, LLC. - Controller March 2008 – May 2012 This is a privately held company that started off as a construction development firm but later shifted into property management. The company was a roughly $50 million a year privately held LLC which managed another 10 LLCs in parallel and the parent company for Chicago Sports Zone.

• Lead on all land and development acquisitions, analysis, and running financial scenarios for investment profitability.

• Organized and synchronized communication with the real estate agents, brokers, lawyers, project managers, and investors to compile the sophisticated analysis that was required to find sound investments and partners with sufficient capital to maintain the investments until disposal of investment to maximize profits.

• Analyzed investment opportunities with buying established businesses and established rental properties, and compiled reports to ensure viability, reported to ownership and stakeholders for investment decisions.

• Lead on the reevaluation of current holdings for sale, rental or auction to retain profitability and maintain higher profit ventures and liquidate financially burdening investments.

• In charge of report compilation for general contracting consulting for banks and investment group clients that hired us after acquiring distressed assets, to analyze sale, versus, auction, versus bringing current holdings and businesses to city code for retention.

• Took control of existing Sage Timberline software and revamped and cleaned: A/R, A/P, C/M, & G/L to bring accounting current.

• Organized and implemented the change in the accounting system and the financials to adapt to the company’s new role as a property holding company from a development company.

• Implemented method and procedure for monthly reporting to owners, stakeholders, investor, and outside parties for real-time analysis.

• Updated and reconciled loans, intercompany accounts, and A/P in all the related entities for accurate and reliable reporting.

• Responsible for determination of construction in progress accounts and cost allocation at sale or tax preparation as a result of a sale.

• Lowered overhead by consolidating payroll as well as specific tax returns to in house preparation.

• Reviewed prior accountant entries and corrected entries in G/L incorrectly recorded, and corrected as needed.

• Opened a direct line of communication with an outside CPA firm to lower fees by preparing for K-1 and Corporate or Partnership returns in-house per specifications and CPA requirements.

• Established procedure for project managers and A/P clerks to follow to represent WIP v. A/P using costing principals correctly.

• Responsible for creating and implementing accounting procedures for accounting staff to comply resulting in accuracy and timeliness.

• Was lead on outside ad hoc reporting projects and projection projects for CFO, owner, bankers, and investors.

• Managed a staff of 5 accounting and project managers, assigning tasks as needed for the meeting of deadlines critical to the continuation of expansion.

• Was lead in audit coordination and process for all state and federal agencies.

• Facilitated communication with clients and employees in who only spoke Spanish.

• All aspects of W2, W4, 1099, and 1096 employee and subcontractor aspects for all entities. Professional: Chicago Sports Zone (Owned By AVED) - Staff Accountant July 2007-2008, Controller 2008-2012 July 2007 – May 2012 This business is a privately held organization run with three parallel LLCs. The company is a business investment with common ownership from AVED with revenue of roughly $1 million a year. After proving myself capable here, I was promoted to AVED, the parent company on internal and external recommendations within a year’s time.

• Converted outsourced payroll and benefits management to in-house, saving the company cost per employee.

• Was lead on audits for WC and other payroll-related agencies instead of outsourcing

• Changed the A/R, A/P, & G/L recording and reporting methods to coincide with the fiscal year on an accrual basis, from incorrect cash method used.

• Successfully implemented budget creation and monthly, quarterly, and yearly variance analysis

• Monthly reporting was converted to in house for investor and creditor reporting, resulting in faster and more accurate information presented.

• Shifted sales, liquor, and amusement tax preparation to in-house

• Was lead on G/L integration with online based POS and scheduling system into the accounting system, allowing for faster updates in financial and cash positions.

• I Was lead on weekly A/P and cash flow reporting to department heads.

• Reviewed and met with all department heads every month to compare budget to actual and set goals for revenue and cost control before reporting to the general manager.

• Managed between 5-10 people and acted as an assistant manager in the absence of the general manager or assistant manager.

• Performed all accounting aspects when the staff was cut or short. Professional: Gonzalez Professional Services - Tax Prepare/Bookkeeper Aug 2001- July 2007 This is a family owned business. Here I learned the process of starting and growing a small business as well as expanding my knowledge in tax preparation and IRS regulations.

• Lead business return preparer and instructor (1065, 1120, 1120-S, and Schedule C, 1040EZ-1040).

• Lead sales for payroll and bookkeeping services

• Lead the IT department and maintenance for the computer system and printing system.

• In charge of RAL and banking relationship updates and management and IRS bulletin and law changes

• In charge of accounting assessments and startup business consulting needs: ALL INDUSTRIES

• Advice on software and methods along with accounting procedure advising

• Implementation of software and accounting as well as teaching and technical support for clients.

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