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Joseph S. Roth...
83 Pilgrim Drive • Norwood, MA 02062 • (617) 513-6559 •
An accomplished Senior Exe...
Played lead role in changing culture at this entrepreneurially run start-up that grew to $90M in sales with few formal
POLAROID CORPORATION, Norwood, MA 1996 – 2000
$55M business unit of Polaroid Corporation
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Roth cfo 8:8:13 Chief Financial Officer


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Roth cfo 8:8:13 Chief Financial Officer

  1. 1. Joseph S. Roth... 83 Pilgrim Drive • Norwood, MA 02062 • (617) 513-6559 • An accomplished Senior Executive who provides the vision, strategy, leadership and innovation that turned around five businesses, while driving the growth and profitability of four established companies, with experience spanning four continents. Recognized as a driven and highly principled leader with broad strengths in finance, operations, organizational re-engineering/restructuring and culture change. Proven ability to analyze businesses, products, services, markets and growth opportunities, then introduce strategic initiatives and tactical systems, procedures and controls that improve competitive performance globally, while growing shareholder value. A charismatic executive and exceptional communicator who works effectively with all disciplines, from the boardroom to the factory floor, while inspiring confidence and credibility. Employers have included companies with sales ranging from $20M to $2B.  Member of employee-led LBO team that bought manufacturer of industrial products, then grew sales from $30M to $50M. Completed $20M in financing, recapitalized company and consummated four acquisitions in the US and UK.  Turned around two Polaroid divisions within two years, reversing $2M loss and delivering $1.1M profit, then consolidated divisions into single entity. Concurrently grew sales 30% through transforming the business from technology- to market-driven operation and entering global markets.  Turned around industrial manufacturer in one year, driving $500K loss to $500K profit, leading to sale of company for $2M profit. Comprehensive Core Competencies  P&L and Operations Management  Mergers, Acquisitions and Divestitures  Strategic Planning – Business and Finance  Business Integration  Turnaround, Restructuring and Crisis Management  Deal Structuring and Negotiations  Corporate Finance and Accounting  Process and Performance Improvement  Financial Forecasting, Analysis and Reporting  Banking and Investor Relations  Information Systems and Technology  Equity and Mezzanine Financing Repeated Successes at Driving Growth of Sales, Profits and Shareholder Value DGS Retail, Mansfield, MA 2012 – Present $45M company designing and manufacturing décor and fixtures for retailers CHIEF FINANCIAL OFFICER Recruited as company’s first Chief Financial Officer following an acquisition. Charged with integration of 3 distinct business units located in Utah, Illinois and Masachusetts. Key member of senior management team with full responsibility for financial activities, treasury and risk management, business process improvement, creation of growth platform and information technolgy. Lead eight-person accounting team, including three Controllers. Negotiated a comprehensive lending facility for all three businesses, eliminating need for expensive mezzanine debt used for recent acquisition. Led consolidation of Illinois business into a single location, generating over $250,000 in annual savings. Key player in developing company’s first ever strategic plan, creating a roadmap for significant growth. MHQ, Marlborough, MA 2008 – 2012 $90M company providing vehicles and equipment for public service CHIEF FINANCIAL OFFICER Recruited by Chief Executive Officer as member of senior management team with full responsibility for financial activities, business process improvement, creation of growth platform, warehousing, IT and purchasing. Lead five- person accounting team, including Controller, and nine-person purchasing/warehouse team. Member of three- person executive team that successfully managed company through 2007-2009 recession, then grew the business to higher level of profitability than pre-recession level. Introduced three-year rolling, strategic planning process, driving 15% top-line growth and doubling EBITDA during 2009-2011 period. Previously managed company profitably through 2007-2009 recession. GROWING COMPANIES GLOBALLY THROUGH FINANCIAL, OPERATIONS AND MARKETING LEADERSHIP
  2. 2. Played lead role in changing culture at this entrepreneurially run start-up that grew to $90M in sales with few formal departments, systems and procedures. Fostered culture and structure necessary to support growth goals of driving company from $90M to $125M without stifling the spirit of its employees. On track to achieve goal. Instrumental in winning public bid of $225M over three years to supply vehicles and equipment throughout New England. Increased productivity and efficiency of finance department through introducing new systems and processes:  Prepared company’s first annual budget and conducted first financial audit in organization’s 30-year history. Consistently achieve unqualified audit opinions.  Created monthly reporting and review process, plus redesigned internal financials to adhere to GAAP. Dramatically improved accuracy, reliability and credibility of financial reports.  Established company’s first accounting policies and procedures for areas of revenue recognition, spending controls, cash controls and purchase/disposal of assets. INTELICOAT TECHNOLOGIES, South Hadley, MA 2007 – 2008 Worldwide leader in manufacture of coated paper, film and specialty substrates for digital imaging technologies. Sales peaked at $1B, then declined to $350M due to severe change in the market. Sun Capital Partners acquired company in 2002 and divested businesses, reducing sales to $65M. CHIEF FINANCIAL OFFICER Delivered key financial and operational improvements, overseeing seven-person accounting team and three- person HR team. Reported to the Chief Executive Officer. Planned and executed turnaround strategy that reduced EBTIDA loss from $7.3M to $4.8M through leasing unused portions of campus, instituting rigorous cost-reduction program, renegotiating leases, reducing workforce 20% and closing unused buildings. Completed financial audit to bring company into covenant compliance. Conducted carve-out of half the company’s operations, which involved audit of two year-end balance sheets. LANTOR, INC., Milford, MA 2001 – 2007 $50M global manufacturer of engineered, technical, non-woven synthetic products CHIEF FINANCIAL OFFICER SECRETARY AND TREASURER for parent company and eight subsidiaries. Recognized as #2 executive at company, responsible for accounting, financial reporting and analysis, IT, risk management, HR, external reporting, administration and corporate governance. Worked closely with five-person Board and Audit Committee. Managed $3M operating budget, three Controllers, and 15-person staff, with dotted- line supervision of five manufacturing plants spanning the US, UK and China. Joined company in early stages as of one of eight management investors and played key role in management- led LBO, ultimately driving sales from $30M to $50M. Initially hired by company to create strong financial function. Completed year-end audit in conjunction with due diligence, rebuilt financial history and created financial reporting structures for post-LBO company, including consolidation and negotiation of all insurance policies for global operations. Increased profitability 25% through acquiring a major customer’s product line. Performed due diligence, negotiated the transaction, then integrated into operations. Expanded operations into China, with activities including leasing facilities, establishing infrastructure and developing banking relationships. Built operation to $500K in sales in 3½ years, then sold the business for $1.2M. Negotiated combined $11M sale of intellectual property, UK properties and company division. Generated cash to retire virtually all outstanding debt by negotiating $12M sale of filtration business for $4M gain and $7.5M sale of pipe-lining business for $3.5M gain. Designed and implemented complex tax strategies that generated savings of $5M on the divestitures. Also generated enough cash to pay dividends to investors. BBA NONWOVENS, Walpole, MA 2000 $150M medical and industrial products division of $1B manufacturer DIVISION CONTROLLER – MEDICAL AND INDUSTRIAL PRODUCTS DIVISION Led accounting, finance and IT support for four US manufacturing plants, plus directed integration of financial systems to support parent company’s goal to consolidate the three business units, each with multiple plants and locations, with combined sales of $600M. Managed five direct reports and 15-person staff. Delivered $5M in cost savings, improved operations and increased efficiencies through Six Sigma and cost-control initiatives. Converted disparate financial and ERP system into single consolidated platform, affording senior management with comprehensive view of performance across business portfolio.
  3. 3. POLAROID CORPORATION, Norwood, MA 1996 – 2000 $55M business unit of Polaroid Corporation CHIEF FINANCIAL OFFICER – POLAROID EYEWEAR, INC., 1999 – 2000 Oversaw finance, manufacturing, and operations in North America, Latin America, Europe and Asia. Directed accounting, finance, budgeting and forecasting. Managed 12 employees with dotted-line supervision for country managers in Asia and Europe. Played key role in rolling up and spinning off three businesses that increased corporate value and positioned company for successful sale. Led presentations to investors, facilitated sale and transitioned corporate assets to new ownership. Led company’s transition to single-brand identity, ensured consistent marketing message and corporate identity, developed OEM and joint marketing programs and negotiated and closed four global licensing agreements. CONTROLLER – OPTICAL FILMS DIVISION, 1996 – 1999 Instrumental in integrating these two divisions, as well restructuring and turning around two stand-alone divisions. Concurrently led strategic planning, financial reporting, general accounting, cost accounting, subsidiary ledgers and budgets (forecasts/variance analysis). Reversed $2M in losses and delivered $1.1M profit in two years. Transitioned business from technology-focused to market-driven globally, grew sales 30%, implemented rigorous cost-reduction program and improved management of working capital. Upon successful turnaround, planned and directed consolidation of both divisions into single entity. Spearheaded entry into new markets; held lead role in corporate-wide, three-year $100M investment in SAP/Hyperion implementations Worked with top management in developing divestiture and spin-off strategies to expand into other core business segments. Developed strategic plan and financial proposal for management buy-out for net book value, including identifying equity investors and leading presentations to executive management to acquire the division. SPECIALTY FILAMENTS, INC., Middlebury, VT 1994 – 1996 $18M manufacturer of synthetic brush fibers CONTROLLER Hired by Board to replace previous financial management, turn company around and position the company for sale. Oversaw staff of three. Turned company around in one year, transforming $500K loss into $500K profit, enabling sale of company for $2M profit. Reduced costs, instituted selective price increases, improved operations and freed up cash. PLUESS-STAUFER INDUSTRIES, INC., Proctor, VT 1986 – 1994 DIVISION CONTROLLER – VERMONT MARBLE COMPANY, 1987 – 1994 ASSISTANT CORPORATE CONTROLLER, 1986 – 1987 Turned around Vermont Marble, a stone quarrying and converting/manufacturing company and division of Pluess- Stauffer. Reversed $250K loss and delivered $500K profit within one year. Ultimately generated $2M profit by divesting the business in multiple-step $12M deal versus selling as operating entity. Grew company’s retail revenues and profits 25% over two years through aggressively marketing products and reducing production costs via setting up sourcing in Asia. Previous experience includes progressively responsible financial posts culminating in Controller, Cone Blanchard Machine Company, Windsor, VT Education/Board Memberships/Professional Associations MS, Administration (Concentration in Business), St. Michael’s College, Winooski, VT BS, Accounting, Stonehill College, North Easton, MA Strategic Advisor to Board of Directors, Lantor, Inc.; Executive Board: Boy Scouts of America, Old Colony Council Financial Executives International; Financial Executives Networking Group; Association for Corporate Growth