Select Career Accomplishments

CFO             Aerospace Manufacturing Company 

I was retained as CFO for a Turnaround Private Equity Owned Aerospace Company.  Within 6 months, we went from (10%) to 18% EBITDA, a gain of 28 percentage points.  Prior to my arrival COGS was extremely volatile and stabilized within the first 6 months.  Cash Flow management techniques were implemented resulting in positive cash flow at an amount approximately equal to EBITDA.

The company’s ERP system was self-constructed.  It lacked integration between manufacturing operations and the general ledger/reporting systems.  During my tenure, we developed non-system supported standard costs (including Work Center Based Manufacturing Rates).  Bills of Material (BOMs) were created from material issuance records.

CFO             Transportation Manufacturing Company 

Successfully defended multi-million dollar PPP Loan Audit.  

Directed multi-million dollar supply chain litigation, including developing a 500 page case chronology incorporating all pertinent emails, correspondence, internal documents and phone records.  The case chronology homogenized Plaintiff and defendant documents, thus providing a complete “story” of underlying events.

Implemented Hyperion equivalent reporting systems. 

CFO             Consumable Parts Manufacturing Company 

Implemented 3 ERP Systems, including EDI & Warehouse Management Systems.

Hyperion Equivalent Reporting was implemented which resulted in closing times reduced from 3 weeks to 2 days.

Developed and Implemented 2 Fully Integrated, Highly Accurate Standard Cost Systems.

Restructured International Operations resulting in $1.5m annual cash flow improvement.

Negotiated sale of manufacturing subsidiary resulting in $300k annual cashflow improvement.

CFO            Mattress Retail Company 

Implemented Market Driven Business Plans which integrated Merchandising, Marketing and Advertising Functions with operating plan expectations.  As a result, the Company achieved two year EBITDA improvements of 3.4% and 8.8%, respectively.

I managed 2 Corporate Acquisitions (both pre- and post-acquisition) resulting in 40% topline revenue growth.  The number of operational stores grew from 76 to 118 stores.

CFO            Convenience Store/Fuel Retailer

First post-acquisition CFO for a 320 Store, Multi-State fuel retailer. I was retained shortly after the company completed the close on its $376 million acquisition.  I managed and directed a complex first year audit with significant Fair Market Value valuation considerations.  EBITDA doubled after recognizing a multi-million fair market valuation gain.

The company was acquired from a Fortune 50 conglomerate and it had neglected to consider the loss of its back-office systems resulting from the acquisition.  As a result, all back-office systems required reconstruction.  The buildout was comparable to situations faced by hyper-growth startups.

A failed vertical ERP system was corrected resulting in a 40% accounting staff reduction and $550,000 in annual savings.

CFO/COO        Automotive Manufacturing Company 

I implemented a total suite of ERP Manufacturing Modules and Capabilities including,

Shop Floor Planning & Control, MRP, Capacity Planning

98% Inventory Accuracy was achieved. 

Margins improved by 3%.

Lead Times were reduced from 14 days to 98% shipped on the same order day.

Reduced Administrative Costs as a percentage of sales from 9% to 7%.

Fully Integrated Standard Cost System Implemented.

GM/CFO        Wire Manufacturing Company

I was retained as the Turnaround General Manager and CFO for a multi-division wire manufacturing company.

A turnaround analysis was performed and within 6 months the company was operating at break-even EBITDA and Cash Flow.  Headcount was reduced by 35% and departmental production throughput increased by as much as 500%.

Fully Integrated ERP System were implemented which contributed to lead times reduced from 21 to 3 days.  Several customers requested to benchmark our delivery improvements.

President/CFO    Industrial Door Systems Manufacturing & Construction

Project Management (CPM) systems were implemented to manage operations which resulted in typical lead times being reduced from 6 months to 6 weeks.

All tasks and resources were linked, thus providing a dynamic management tool.

Sales grew by a factor of 500%.

Margins grew from 16% to 29%.

Administrative costs as a percentage of sales declined from 11% to 9%.