PAUL J. SIMKUS, CFO/COO
3910 Wilke Road, Rolling Meadows, IL 60008
Home (847) 255-2466 Cell: (847) 525-1776 Email: firstname.lastname@example.org
CFO with operations (C level) experience in manufacturing, domestic and foreign.
Process development leader designing and adapting processes to meet changing business demands.
Successful in startup, turn around, and high growth environments.
Adept manager utilizing value added activities to make substantial contributions to profit.
Mentor, coach, with collaborative style, successful in facilitating effective teamwork.
Strategic planner adept at modeling articulating the mission and vision.
EDLONG CORPORATION, ELK GROVE VILLAGE, IL JANUARY 2004-SEPTEMBER 2010
Major U.S. supplier of Dairy Flavors
Chief Financial Officer (January 2007-September 2010)
Chief Financial Officer working across disciplines to execute changes necessary to support new business
demands. Managed accounting, treasury, IT development, and procurement.
Led the recovery of the UK division, restoring it to profitability for the first time in 5 years.
Executed a plan to service select EU customers from the US retaining $700,000 in annual sales.
Stepped in for CEO during long period of medical leave, providing cohesion to leadership.
Coached managers in financial concepts and to accept more responsibility for their budgets and
spending. Departmental budget variances declined by 30%.
Through the use of Lean Process/Six Sigma methodologies, collaborated with department
managers to adapt processes to work with less staff following a 12% downsizing in 2009.
Created the vital business metrics (KPI); coached managers on opportunities and threats.
Created the company’s first cost accounting and measurement of profitability. This resulted in the
first price increase in six years creating more than $750,000 of additional annual revenue.
Chief Financial Officer and Chief Operations Officer (January 2004 –January 2007)
Recruited as CFO to manage accounting, finance, and treasury. Role of COO added with the departure
of the VP of Operations soon after my arrival.
Re-designed and remodeled our principal production line reducing accidents by 90% and
increasing production efficiency by 25%.
Led the effort to document operational procedures and develop a safety manual making operations
“audit ready” as proven by a series third-party audits.
Avoided substantial fines by working with FAA/DOT to install a program for air cargo security.
PAUL J. SIMKUS, CPA email@example.com PAGE 2
EMPIRE KOSHER POULTRY, INC., MIFFLINTOWN, PA 1999- 2004
The largest kosher poultry supplier in the U.S.
Chief Financial Officer
I was recruited to be part of a major turn-around effort following the company's placement with a bank
workout group. Managed accounting, finance, treasury, and IT services.
Prevented the termination of operating capital and potential shutdown of operations by re-
establishing bank relationships and executing strategies to improve cash flow.
Restructured $70 million in debt, negotiating new terms and covenants. Restored lender confidence
through weekly communication in the form of status reports and forecasts.
Increased cash flow (10%) through, improving credit and collections, negotiating better terms with
vendors, and selling unneeded assets.
Identified, through a production yield study, a potential $2 million annual increase in yield through
modification of production methods.
Overhauled the financial controls and directed the accounting team through the completion of a 6
month reporting package backlog. Installed cost accounting that measured cost and profitability.
Prepared the prospectus for the sale of the company. Hosted the potential buyers and collaborated
with the new owners on the transition. Asked to remain with the company as CFO.
ABC LABORATORIES, INC., COLUMBIA, MO 1996-1999
An International Contract Research Organization offering services to major pharmaceutical companies.
Vice President / Chief Financial Officer
Played key role in a significant turnaround in revenue and profitability by assuming the financial and
administrative responsibilities for this three-company organization. Managed accounting, finance,
treasury, IT, and facilities for both US locations.
Key contributor to the team that returned company to profitability in just 18 months.
Led the planning with leadership to fill in for CEO during his extended medical leave. Selected by
peers to represent the CEO and leadership to the board.
Cut operating costs 3% by instituting staffing controls and fiscal education for unit managers.
ROSS BREEDERS, INC., HUNTSVILLE, AL 1992-1996
A UK-owned supplier of breeding stock to the poultry industry.
Chief Financial Officer and Vice President, Finance and Administration
Recruited to bring structure and process to the financial management function. Collaborated with the
President to map fiscal management and growth strategies, implement criteria/standards to measure
profitability, and develop cost reduction/containment initiatives. Managed Accounting, Procurement, IT,
Customer Service, and Human Resources.
Captured $1 million savings in first year by moving the organization to central purchasing.
Preserved $3.5 million in capital by negotiating purchase of a used facility for less than $1 million.
PAUL J. SIMKUS, CPA firstname.lastname@example.org PAGE 3
FLAVORHOUSE PRODUCTS, INC., DES PLAINES, IL AND DOTHAN, AL 1981-1992
The Largest US private label snack food manufacturer/distributor serving major retail chains.
I advanced rapidly through the company from point of start-up, achieving the CFO/COO position. Key
member of the initial team that transformed purchased assets of Borden Foods into a free standing
autonomous entity. Financial leader for the following 11 years of double-digit growth. Implemented all
major systems and processes and modified them to support the growing business.
Chief Financial Officer and Chief Operations Officer (1991-1992)
Vice President, Finance and Administration (1987-1991)
Director of Financial Reporting and Control (1984–1987)
Mgr. Cost Control and Systems (Plant Controller) (1981-1984)
Managed the move of the company from Illinois to Alabama, recruited and trained a new staff.
Negotiated the sale of Des Plaines manufacturing facility.
Effectively managed a 233% increase in the cost of a major raw material through a plan of
operational improvement that eliminated virtually all waste.
Negotiated refinancing of term and revolving loan agreements with major banks, resulting in
greater working capital, lower interest, and more flexible terms.
Initiated the practice of partnering with customers and vendors to share forecast information and
secure long-term purchase commitments.
Saved $1 million in first year by correcting severe problems in product overfill and waste.
MBA – FINANCE , BA – ECONOMICS, Ball State University
CERTIFIED PUBLIC ACCOUNTANT, State of Illinois
CERTIFICATE IN BUSINESS ADMINISTRATION, UIC
Cognos, Syspro, Epicor, BPICS, MAS 90, Great Plains, ProductVision, Access, SAP (training)