VINCE GARGIULO

***** ********* ******

Estero, FL 33928

239-***-**** uxrdeh@r.postjobfree.com

CHIEF FINANCIAL OFFICER

Analysis & Planning / Operations / Restructuring / Systems Integration / Cash Management / ERP Budgeting / Cost Reduction / Accounting Management / Turnarounds / M&A / International / Labor

I delivered revenue-generating leadership and counsel to employers and clients in technology-focused industries, helping achieve outstanding profitability. My specialty is turning around costly financial and operations practices to deliver strategic business/financial recommendations and outstanding ROI.

My strong analytical capabilities enable me to effectively assess risk and steer companies to top- and bottom-line-boosting decisions. I am a proven pricing and negotiations expert, optimizing revenues through research and insight. My fluency in English, Italian and French contributed to impressive added sales for employers.

 Identify and seize profit-making opportunities, growing profits by millions of dollars

 Deliver straightforward, practical insight, minimizing risk and maximizing ROI

 Define vision and goals, creating shareowner buy-in and spurring productivity

 Combine Finance and Operations expertise, creating innovative efficiencies

In high-pressure situations, I deliver plans that optimize return. Combining a big-picture understanding with an ability to match resources to need, I overcome complex challenges. Also, leveraging relationship building skills, I develop shareowner buy-in and consensus, and recruit and develop exceptional teams that beat expectations.

SELECTED ACCOMPLISHMENTS

Reduced payroll companywide, increasing company value. Demonstrated to Dee Howard senior team how payroll savings would provide more job security to remaining workforce. Executed 30% management pay cut and 10% for mechanics. Saved $5.2M/year. Generated $120M purchase offer, triple company’s value three years prior.

Performed due diligence for Qorval client. Analyzed performance and potential market for manufacturer lacking complete financial history for company it sought to acquire. Rebuilt company’s history, integrating two financial tracking systems and installing new ERP. Passed lender audit requirements and acquired firm.

Restructured Finance, maximizing profits. Dee Howard’s Finance Department costs were excessive and lacked structure. Reorganized department, implemented cost accounting system and improved billing cycle. Reduced department cost $350K/year. Enabled charge backs to customers, saving $300K to $500K/year, and reduced billing cycle 40% to two weeks with a significant cash benefit for invoices totaling up to 15% of revenues.

Improved productivity 7%, boosting competitiveness. Production costs were high in very competitive market. Identified operational process changes for improvement, cutting direct labor costs on fixed-price bids. Reduced 1.6 million man hours/year by 112,000 in three months, equaling 3% reduction ($3M) over total revenues.

Secured needed third-party audit approval on first attempt. Selected and implemented new ERP, including cost accounting module to better demonstrate compliance and viability to lender. Passed audit, generating additional $1.5M in net income with $2.8M revenue increase (20%). Completed implementation in five months.

CAREER HISTORY

CFO, Qorval, 2003 to July 2009. Spearheaded Finance and Operations, recommending and leading strategic in-house and client programs for this business turnaround consultancy. Served as CFO advisor for aerospace and medical manufacturing industry clients and acquisitions. Directed internal staff and $2M budget.

Dee Howard, $100M, 1,700-employee private aircraft maintenance company.

CFO, 2001 to 2002. Oversaw finance and operations, including during major growth and management buyout, as well as post 9/11 bankruptcy and liquidation process. Held full P&L responsibility. Led team of 15 employees through major transitions.

VP Finance, 1998 to 2000. Provided strategic financial and operational leadership, introducing flexible systems and processes to accommodate changes. Directed cost accounting and control, budget and planning, audits, AP/AR, operational performance and inventory. Recruited, developed and led 16-person staff while holding full P&L.

Director, Budget & Financial Reporting, 1992 to 1998. Defined and executed internal accounting, auditing and financial management. Selected accounting software. Managed seven employees and $500K budget.

Earlier: Director – Management Money Control, Officine Aeronavali Venezia - (Italy). Customer Contract Administrator, Alenia (Italy).