1212 Raleigh Road
Glenview, IL 60025
COO/CFO with extensive general management, sales, finance, operations and P&L experience. Proven
leader with demonstrated ability to develop and execute strategies that support growth, reduce cost,
improve margins and drive profit improvement. A skilled communicator emphasizing team success
through dynamic leadership, creative solutions and focus on results. Key competencies include:
COO / CFO /VP GM / Sales Growth / Business Development / Supply Chain /
P&L / Manufacturing / Distribution / Finance / CPA / Strategic Planning / Operations / IT /
Performance Improvement / Turnaround / Banking /Board Support / Food Industry
GRECIAN DELIGHT FOODS, INC., Elk Grove Village, IL 2004 to 2012
$80 million Mediterranean foods manufacturer, a leader in the foodservice, industrial and retail
Executive Vice President & CFO (2004 to 2012)
Senior leader of Finance, Credit, IT, Procurement, and Quality Assurance. Also GM of Retail Division
and GM of Distribution Company to lead turnarounds.
Led introduction of commodity hedging strategies to stabilize and lower meat input costs to
protect margins in a volatile commodity environment. Result: $300,000+ in hedging gains
Revitalized a declining retail business as GM and refocused on profitable mix, driving a 6% sales
increase and a 100% increase in operating income.
Strengthened food safety and quality assurance focus by enhancing technical expertise and
revising testing and sanitation protocols.
Reversed declining Chicago area distribution market share with 10% sales increase.
Introduced product line analysis that gauged the profit contribution of key product lines.
Recommended bakery volume push to absorb underutilized manufacturing overhead, resulting in
significant income increases.
Chief Operating Officer/ COO) (2010 to 2011)
Stepped into an additional leadership role as COO, adding Operations/ Manufacturing, Distribution,
Procurement and Quality Assurance, while retaining CFO position and responsibilities.
Navigated Company through a difficult period by stabilizing operations, introducing enhanced
processes, and continuing to provide strong customer service. Retained all business levels,
introduced numerous new products and brought a new manufacturing facility on line during this
Opened a new state-of-the-art manufacturing facility in late 2010, providing over $30 million in
additional capacity for flatbread production.
Introduced numerous new products and manufacturing capabilities providing major growth
opportunities targeted at over $15 million of new business.
Led Company through successful preparation and facility improvements to achieve strategic Safe
Quality Foods (SQF) Level II certification, supporting major new business.
Ted Sawicz Page 2
OPERATIONS & FINANCE CONSULTING PRACTICE 2003 to 2004
Using broad industry and functional experience to provide operations and financial consulting services to
a number of clients. Assignments included:
Merger feasibility analysis, focused on combining production operations of 2 companies.
Included facility configuration, equipment requirements, synergy identification and cost savings
Developed a comprehensive planning system, including P&L forecast with balance sheet and
cash flow estimates, for a newly acquired business.
Interim CFO roles for two clients.
DFG FOODS, L.L.C. (a unit of Foodbrands America, Inc. and IBP) 2000 to 2002
Acquired by Tyson Foods, DFG was a $65 million food manufacturer and the leader in premium hors
d’oeuvres and appetizers to the foodservice, retail and club store markets.
Senior Vice President & CFO
Recruited by President & CEO to lead a major turnaround in an entrepreneurial business. Senior leader
of finance, procurement, supply chain, inventory management and human resources.
Implemented improvements in key business systems, processes and cost reduction leading to
dramatic $39 million EBIT turnaround in one year.
Drove reduction of SKU product offering for cost savings and efficiencies by eliminating over
600 slow moving or non-profitable products.
Supported sales growth by improving customer service from low 80% fill rate to 98.8% while
reducing inventory 40% through effective production scheduling.
CONAGRA FOODS (ARMOUR SWIFT-ECRICH) 1993 to 2000
$3 billion unit of ConAgra Foods, Inc., focused on retail and foodservice sales of branded processed
Vice President of Sales Central Division, ASE Foodservice Company (1998 to 2000)
Led a $90 million sales division in this $500 million processed meats supplier, covering a 17-state
marketing area. Directed 5 Region Managers and 16 Broker organizations. Continued to lead
Company’s new Vending division. Managed Corporate relationships for several key national accounts.
Revitalized an under-performing division, increasing annual sales 18% and 16% where they had
been flat to declining the three previous years.
Closed major new programs with two large Distributors, generating over $8 million of new
Secured 5-year exclusive award from major healthcare company, worth $15 million of new
Launched new vending business. Hired national broker sales force. Gained authorizations at
vend distributors. Complete P&L responsibility for Vending, expected to achieve over $5 million
in revenue within three years.
Director, Business Development, ASE Foodservice Company (1997 to 1998)
Promoted to new position responsible for developing business opportunities and growing sales
throughout the Company.
Initiated and led completely new Vending business, including conception, business plan, market
research, product development, marketing and launch. Developed a line of five (5) sandwiches
under the Butterball and Armour brands.
Developed and sold programs to foodservice distributors generating $5+ million in annual sales.
Ted Sawicz Page 3
Director of Finance, ConAgra Prepared Meats Foodservice (1996 to 1997)
Senior Financial Executive of a new $400 million Division, formed by the merger of Armour Swift-
Eckrich Foodservice and Longmont Foods. Directed all finance, accounting and technology.
Led financial and systems combination for greater focus on key customer segments and to
leverage the strength of a full line of protein products to the foodservice industry.
Controller, Foodservice Division, Armour Swift-Eckrich, Inc. (1993 to 1996)
Financial responsibility for a $260 million processed meats business.
Developed recommendation and assisted implementation of a Branded Direct Sales Force,
driving a 200% category sales increase.
KRAFT FOODS, INC. (leading food company with significant brand equity) 1987 to 1992
General Manager, Kraft Foodservice, San Diego, CA. (1990 to 1992)
P&L responsibility as GM for a $78 million broadline foodservice distribution business with 180
employees. Diverse scope included sales, marketing, purchasing, operations, finance and human
resources. Stepped into role during a period of intense turmoil in Southern California market.
Achieved third-highest return on sales across 42 distribution centers nationally.
Managed sales force of 45 that generated a 9% sales increase during a severely depressed
Achieved 50% increase in purchasing allowances representing $600,000 additional income
through vendor negotiation and product line consolidation.
Controller, Kraft Foodservice, San Diego, CA. (1989 to 1990)
Controller, Contract Operations, Kraft Foods, Inc. (1987 to 1989)
Manager, Operations Analysis, Kraft Foods, Inc. (1987)
EDUCATION AND PROFESSIONAL AFFILIATIONS
Northwestern University Kellogg Graduate School of Management, Chicago, IL
MBA with honors in Marketing and Finance
University of Illinois, Champaign, IL
BS in Accountancy with Honors
CPA, Member of AICPA and Illinois CPA Society
Board Member, The Learning Shop, Inc. (Training Strategies for Business Technical Troubleshooting)
Vistage CEO Group Member