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DAVID J. KRAUSE 
480-2 Concord Downs Circle 
Aurora, OH 44202 
Cell: 330-554-6003 
davidjkrause19@hotmail.com 
Senior Executive Leadership 
Senior executive serving in critically responsible leadership positions, successful in the 
retail, transportation, logistics and dental practice management industries, with extensive 
experience in financial systems design and installation, financial and operational analysis 
and capital management, and accomplished in business and organizational restructuring, 
financial and strategic planning and financial and operational improvement through a total 
team approach. 
Professional Experience 
DentalOne Partners, Inc., Mayfield Heights, OH 
Vice President & Corporate Controller 2012 – May 2014 
Vice President & Chief Financial Officer 2007 - 2011 
Corporate Controller and Assistant Treasurer 2003 - 2007 
Privately held $240 million company that owns and operates over 160 dental centers in 14 states 
providing high quality, competitively priced dental and orthodontic services under the 
DentalWorks and Dentalworks in Sears brand names. Reporting to the President, duties include 
management of General Accounting, Partnership Accounting, Accounts Payable, Practice 
Financial Services, Payroll, Financial Reporting, Cash Management, Budgeting, Financial 
Analysis, Internal Audit and Taxes. 
• Designed and implemented all partnership accounting procedures, reporting and tax 
processes to facilitate the sale of partnership interests in the dental practices to 
doctors; 
• Designed and implemented new Great Plains accounting system, including general 
ledger, accounts payable, fixed assets and advanced intercompany transactions (2003 
and 2011); 
• Key member of team that completed a $22.5 million (2003) and a $65 million (2011) 
debt refinancing under adverse conditions. 
ShipLogix, Inc., Hudson, OH 2000 - 2001 
Chief Financial Officer 
First application service provider (ASP) to introduce a completely Web-based, multi-modal 
transportation management service enabling shippers, carriers and their trading partners to 
collaborate in real time. Reporting to the President, duties included creating and managing all 
Strategic Planning, Accounting (SEC), Treasury, Human Resources, Insurance, Real Estate and 
Facility Management activities. 
• Prepared the detail financial plans necessary to raise $15 million of initial venture capital.
David J. Krause 
Page 2 
• Designed and implemented all accounting, financial reporting, treasury, commercial 
insurance, human resources, employee benefits and facility operations policies and 
procedures for a new corporate entity. 
• Directed all necessary activities for business startup in Canada and the United Kingdom. 
FDX Corporation (Federal Express), Memphis, TN 1992-1999 
In 1992, joined Roadway Services, Inc. (RSI), a $5 billion transportation holding company with 
eight operating companies. RSI became Caliber System, Inc. in 1996, and was purchased by 
Federal Express, a $16 billion holding company, in January, 1998. 
Caliber Logistics, Inc., Hudson, OH and Leiden, The Netherlands 
Vice President - Finance and Administration (1996 – 1999) 
$700 million multi-site logistics business providing transportation and warehouse management 
services in partnership with customers. Contracted with and utilized over 500 carriers and 
provided complete fleet management services. The company performed JIT, sequencing and 
operational reporting via customized software programs. Reporting to the President, duties 
included Accounting, Strategic Planning, Human Resources, Contract Administration, Audit, 
Support Services, and Y2K planning and remediation. 
• Implemented a complete revision to financial reporting and analysis systems enabling 
simultaneous focus on service lines, industries, customers, and management performance. 
• New policies and practices reduced working capital by $21 million. 
• Restructured the entire contract pricing process to reflect true costs, improve profitability, 
and meet target margins and return on assets. 
• Designed and implemented financial policies, procedures and systems for European start-up 
and expansion. 
Roadway Services, Inc., Akron, OH 
Director – Capital Budgeting and Cash Management (1994 – 1996) 
Reported to the Vice President - Treasurer. Responsibilities included worldwide cash 
management services for all operating companies and subsidiaries, negotiating and managing 
lines of credit, term loan, interest rate derivatives and other financial services. Also was 
responsible for the financial analysis and recommendation of capital expenditures exceeding 
$200,000 within a total capital budget of $375 million. 
Beginning mission was to implement the company's first line of credit, which was completed 
utilizing five banks. Concurrently, a new centralized and integrated cash management system 
was also created. 
• Established a financial services subsidiary (Delaware) and avoided $220,000 in yearly 
state income taxes. 
• Changed the capital expenditure review and approval process to improve clarification and 
simplify quarterly presentations to the Board of Directors. 
Roadway Logistics Systems, Inc., Hudson, OH 
Director – Finance and Administration (1992 – 1994) 
Member of the management team assembled to determine the commercial viability of a business 
entity offering a global multi-modal shipment tracking and reporting service to an international 
array of shippers. Personal responsibilities were to design and implement all strategic planning,
David J. Krause 
Page 3 
finance, human resource and administrative functions. While the project was viable, our research 
indicated market potential was limited and operations were canceled. 
Revco D.S., Inc., Twinsburg, OH 1988 – 1991 
Vice President - Corporate Controller 
$2 billion regional drugstore chain operating 1,175 stores in ten states under Chapter 11 
Reorganization (July 1988) protection as of 1991. Recruited with the assignment of developing 
internal reporting systems and a process for providing information on individual store 
profitability. My responsibilities included 19 cost centers with an annual budget of $11.5 million, 
29 professionals and 340 non-exempt personnel. 
• Redesigned the financial organizational structure and recruited several key managers. 
• Installed a new internal reporting system. 
• Created a new gross margin and inventory valuation system to measure store 
profitability. 
• Closed four regional accounting centers and automated payroll and accounts payable 
processes, saving $2 million annually. 
• Led the management team that raised over $250 million by divesting or closing 700 
stores in nine months. 
Family Dollar Stores, Inc., Matthews, NC 1985 - 1988 
Senior Vice President – Finance and Administration 
$670 million publicly traded discount store chain, a family run, niche market retailer of 1400 
stores. After dramatic growth, the company required significant updating of its policies, 
processes, systems, and distribution capacity. 
• Developed the company's first five year plan and negotiated its first line of credit. 
• Installed a first ever comprehensive store level pc/pos based information collection 
system. 
G.C. Murphy Co., McKeesport, PA, Corp. Controller (Retail - $900 Million) 1978 –1985 
Coopers & Lybrand, Pittsburgh, PA, Audit Supervisor 1975 –1978 
Education & Professional 
MBA, University of Pittsburgh, Pittsburgh, PA, 1983, GPA 3.61 
BA, Adrian College, Adrian, MI, 1975, Summa Cum Laude, GPA 4.00 
CPA (Certified Public Accountant), Pennsylvania
Ad

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Krauseresume

  • 1. DAVID J. KRAUSE 480-2 Concord Downs Circle Aurora, OH 44202 Cell: 330-554-6003 davidjkrause19@hotmail.com Senior Executive Leadership Senior executive serving in critically responsible leadership positions, successful in the retail, transportation, logistics and dental practice management industries, with extensive experience in financial systems design and installation, financial and operational analysis and capital management, and accomplished in business and organizational restructuring, financial and strategic planning and financial and operational improvement through a total team approach. Professional Experience DentalOne Partners, Inc., Mayfield Heights, OH Vice President & Corporate Controller 2012 – May 2014 Vice President & Chief Financial Officer 2007 - 2011 Corporate Controller and Assistant Treasurer 2003 - 2007 Privately held $240 million company that owns and operates over 160 dental centers in 14 states providing high quality, competitively priced dental and orthodontic services under the DentalWorks and Dentalworks in Sears brand names. Reporting to the President, duties include management of General Accounting, Partnership Accounting, Accounts Payable, Practice Financial Services, Payroll, Financial Reporting, Cash Management, Budgeting, Financial Analysis, Internal Audit and Taxes. • Designed and implemented all partnership accounting procedures, reporting and tax processes to facilitate the sale of partnership interests in the dental practices to doctors; • Designed and implemented new Great Plains accounting system, including general ledger, accounts payable, fixed assets and advanced intercompany transactions (2003 and 2011); • Key member of team that completed a $22.5 million (2003) and a $65 million (2011) debt refinancing under adverse conditions. ShipLogix, Inc., Hudson, OH 2000 - 2001 Chief Financial Officer First application service provider (ASP) to introduce a completely Web-based, multi-modal transportation management service enabling shippers, carriers and their trading partners to collaborate in real time. Reporting to the President, duties included creating and managing all Strategic Planning, Accounting (SEC), Treasury, Human Resources, Insurance, Real Estate and Facility Management activities. • Prepared the detail financial plans necessary to raise $15 million of initial venture capital.
  • 2. David J. Krause Page 2 • Designed and implemented all accounting, financial reporting, treasury, commercial insurance, human resources, employee benefits and facility operations policies and procedures for a new corporate entity. • Directed all necessary activities for business startup in Canada and the United Kingdom. FDX Corporation (Federal Express), Memphis, TN 1992-1999 In 1992, joined Roadway Services, Inc. (RSI), a $5 billion transportation holding company with eight operating companies. RSI became Caliber System, Inc. in 1996, and was purchased by Federal Express, a $16 billion holding company, in January, 1998. Caliber Logistics, Inc., Hudson, OH and Leiden, The Netherlands Vice President - Finance and Administration (1996 – 1999) $700 million multi-site logistics business providing transportation and warehouse management services in partnership with customers. Contracted with and utilized over 500 carriers and provided complete fleet management services. The company performed JIT, sequencing and operational reporting via customized software programs. Reporting to the President, duties included Accounting, Strategic Planning, Human Resources, Contract Administration, Audit, Support Services, and Y2K planning and remediation. • Implemented a complete revision to financial reporting and analysis systems enabling simultaneous focus on service lines, industries, customers, and management performance. • New policies and practices reduced working capital by $21 million. • Restructured the entire contract pricing process to reflect true costs, improve profitability, and meet target margins and return on assets. • Designed and implemented financial policies, procedures and systems for European start-up and expansion. Roadway Services, Inc., Akron, OH Director – Capital Budgeting and Cash Management (1994 – 1996) Reported to the Vice President - Treasurer. Responsibilities included worldwide cash management services for all operating companies and subsidiaries, negotiating and managing lines of credit, term loan, interest rate derivatives and other financial services. Also was responsible for the financial analysis and recommendation of capital expenditures exceeding $200,000 within a total capital budget of $375 million. Beginning mission was to implement the company's first line of credit, which was completed utilizing five banks. Concurrently, a new centralized and integrated cash management system was also created. • Established a financial services subsidiary (Delaware) and avoided $220,000 in yearly state income taxes. • Changed the capital expenditure review and approval process to improve clarification and simplify quarterly presentations to the Board of Directors. Roadway Logistics Systems, Inc., Hudson, OH Director – Finance and Administration (1992 – 1994) Member of the management team assembled to determine the commercial viability of a business entity offering a global multi-modal shipment tracking and reporting service to an international array of shippers. Personal responsibilities were to design and implement all strategic planning,
  • 3. David J. Krause Page 3 finance, human resource and administrative functions. While the project was viable, our research indicated market potential was limited and operations were canceled. Revco D.S., Inc., Twinsburg, OH 1988 – 1991 Vice President - Corporate Controller $2 billion regional drugstore chain operating 1,175 stores in ten states under Chapter 11 Reorganization (July 1988) protection as of 1991. Recruited with the assignment of developing internal reporting systems and a process for providing information on individual store profitability. My responsibilities included 19 cost centers with an annual budget of $11.5 million, 29 professionals and 340 non-exempt personnel. • Redesigned the financial organizational structure and recruited several key managers. • Installed a new internal reporting system. • Created a new gross margin and inventory valuation system to measure store profitability. • Closed four regional accounting centers and automated payroll and accounts payable processes, saving $2 million annually. • Led the management team that raised over $250 million by divesting or closing 700 stores in nine months. Family Dollar Stores, Inc., Matthews, NC 1985 - 1988 Senior Vice President – Finance and Administration $670 million publicly traded discount store chain, a family run, niche market retailer of 1400 stores. After dramatic growth, the company required significant updating of its policies, processes, systems, and distribution capacity. • Developed the company's first five year plan and negotiated its first line of credit. • Installed a first ever comprehensive store level pc/pos based information collection system. G.C. Murphy Co., McKeesport, PA, Corp. Controller (Retail - $900 Million) 1978 –1985 Coopers & Lybrand, Pittsburgh, PA, Audit Supervisor 1975 –1978 Education & Professional MBA, University of Pittsburgh, Pittsburgh, PA, 1983, GPA 3.61 BA, Adrian College, Adrian, MI, 1975, Summa Cum Laude, GPA 4.00 CPA (Certified Public Accountant), Pennsylvania