This document is a resume for Allen K. Pratt, who has over 20 years of experience in turnaround management, operations improvement, and strategic consulting. He has helped companies in various industries improve cash flow, net income, and overall operational effectiveness. His experience includes roles as CEO, COO, and restructuring advisor. He holds an MBA and certifications in turnaround management and production/inventory management.

1. Allen K. Pratt
13079 Fairway Drive
Lemont, IL 60439
630-800-7545
allen.k.pratt@gmail.com
www.linkedin.com/in/allenkpratt
@allenkpratt
CEO, COO, turnaround professional with sales, operations, strategic continuous process improvement
and Chapter 11 recovery experience for manufacturing, distribution, retail, medical and service leaders.
Improve cash flow and net income with focused new business development, productivity improvement
and cost reduction strategies. Analyze current financial position; identify improvement strategies to
resolve obstacles for enhanced operational effectiveness. MBA with Turnaround Professional, Production
and Inventory Management plus Integrated Resource Management certfications.
ACCOMPLISHMENTS
 Turnaround and restructuring. Reengineered struggling multi-million-dollar business unit recovering
from Chapter 11 bankruptcy. Created new industry partnerships, negotiated critical vendor post-
petition agreements and re-established industry-leading credibility.
 PE-sponsor operating company experience. Responsible for day-to-day operations for portfolio
company business unit. Revenues and net income tripled over six years. Net profits after expenses
handed over to the holding company after scorecard and accountability improvements.
 Top line sales and net income growth. Increased sales 25% and net income improved to 10% of profit
to sales compared to declining profits in prior year by 80/20 customer and product analysis, 23%
technician productivity improvements, 12% inventory reduction and 10% operating cost reductions.
 Operations improvements. From negative cash flow to 10% profit in 8 months by doubling the new
business pipeline following 89% loss of Department of Defense contracts prior to arrival. Established
quality credentials with ISO 9001:2008 registration and developed new markets across US.
 IT ERP projects recovery. Renewed $3 million ERP implementation, completing the project six
months ahead of deadline following two failed attempts then lead post-implementation recovery team
to Netherlands.
 Managing Director / CEO
 Chief Operating Officer / COO
 Senior Vice President
 Restructuring Advisor
 Chapter 11 Operating Trustee
 Director, Turnaround & Restructuring
 Director, Performance Improvement
 Vice President
 Assistant Vice President
 General Manager
 Director of Materials
 Materials Manager
 ERP Project Manager
 Production and Inventory Control
Manager
 Master Scheduler
 Product Manager
 District Sales Manager
 APICS Trainer
 Adjunct Instructor
PROFESSIONAL EXPERIENCE
Hawkeye Consulting Advisors, Lemont, IL
Responsible for securing consulting assignments and providing consulting services for
manufacturing, distribution, and service companies. Delivering net income growth with
Theory of Constraints process, Entrepreneurial Operating System, and turnaround
management improvement systems.
Private Equity Sponsor, San Francisco, CA
 Financial and operations improvements for portfolio companies. Facilitate medical device
manufacturer production move to Mexico.

2. Quantum Foods, Bolingbrook, IL
 Retail division’s revenues grew 28% following marketing and
operational improvements. Evaluated strategic partnership with
leading Canadian franchise business. Developed sales and
operations plan to launch 40 franchise locations surrounding
Chicago region.
Eilers Machine and Welding, Lexington, NE
 Turned negative cash flow military contractor and metal component
manufacturer to 10% profit in 8 months by doubling the new business
pipeline following 89% loss of Department of Defense contracts prior to
arrival. Established quality credentials with ISO 9001:2008 registration,
created new marketing materials and penetrated new markets leading to
new sales growth. Insisted company stay true to core values.
Hylan Design, Chicago, IL
 Double sales and income turned positive compared to 3-year losses for
custom cabinetry company with increased prices, improved throughput,
and cost controls. Developed KPI metrics and implemented training
program including strategic business plan, process improvement,
operations management, financial planning / controls, and long-term
reporting. TIFWorks training program.
Energy Dynamics, Machesney Park, IL
 Revenues grew 40% compared to declining trend following new sales strategy
for Lean manufacturing, precision CNC machining company. Increased sales
avoided loss of bank financing.
Midwest Medical Service Naperville, IL
 Referred by client’s bank to develop 13-week cash flow and
developed 7-point profit recovery plan.
Downers Grove OB/Gyn, Downers Grove, IL
 Developed five new patient acquisition strategies to grow start up
medical practice plus accounts receivable collection strategies and
proposed new revenue sources. Created new messaging attracting new
patients via radio and online digital strategy.
Se-Kure Domes and Mirrors, Sturgis, MI
Responsible for developing and implementing an operational turnaround plan
for a mirrored domes and convex mirror manufacturer operating under a zone
of insolvency.
 Developed the turnaround plan and launched processes to create positive cash flow within the
current operating company.
 Introduced a Sales and Operations Planning process to enhance communication across departments.
 Introduced positive employee philosophy and implemented the same that encouraged employees to
buy-in to the improvement process and increase worker productivity.
 Developed and launched financial and operational metrics so that corporate management might track
improved results.
 Developed and introduced new sales agency model to the company. Recruited sales agency firms
across the United States to augment the current direct sales force. New business options quadrupled
with increased representative sales agents.
 Outlined improvements needed to MRP system, identified missing elements to enable its usage and
developed a plan to increase its utilization. One manager was working 80 hours a week to buy, plan
and schedule production without the benefit of a functional, end-to-end MRP system.
 Increase utilization of Sage 100 MRP system to manage the business.

3. Se-Kure Controls Inc, Franklin Park, IL
Responsible for developing and implementing a new business
development plan and continuous improvement strategy for
electronics manufacturer operating under a zone of insolvency.
 Developed turnaround plan and launched processes to create positive cash flow within the current
operating company.
 Introduced Entrepreneurial Operating System (EOS) tools to help the new president regain control, to
improve profitability and to help bring the company to a new level of performance.
 Introduced Leadership Team process bringing together key management to discuss current strategic
issues, working toward consensus decision making.
 Introduced a Sales and Operations Planning process to enhance communications across
departments.
 Identified and approved cost savings initiatives that also consumed existing excess inventory for
current products. First project required an engineering change to utilize $100,000 excess coil steel.
FGMK, LLC, Chicago, IL
Full service accounting, tax, and advisory services firm for small to
middle market privately-held companies. FGMK also provides practical
business advice for global companies and entrepreneurs.
 Consulted Alaskan fish processing company to identify product
profit contribution leading to increased profitability.
 Consulted Chicago-area custom cabinetry company to utilize
Lean Manufacturing principles to facilitate continued company growth and cost savings.
 Consulted Chicago-area electronics manufacturing company to complete ERP computer system
implementation.
Profit Consultants, Mokena, IL
Client COO or General Manager within boutique consulting practice for small to middle market privately-
held companies. Typical results include 50%+ profit improvement and turning negative earnings to
positive with 10%+ top line sales growth.
Seidel Diesel Group, Chicago, IL
 Sales increased 25% and net income improved to 10% profit to
sales ratio compared to declining profits in prior year by 80/20
customer and product analysis, 23% technician productivity
improvements, and 12% inventory reduction. Opened new
markets with e-commerce site and customer loyalty program.
Midwest Fuel Injection, Bolingbrook, IL
 Introduced company to Case IH and Navistar buyers for two major product lines expansion.
Facilitated after-market parts distribution from Traction Heavy Duty Parts to Vipar Heavy Duty
truck parts relationship. Rationalized Google Adwords and digital marketing spend for e-
commerce division: TheDieselStore.com.
Metro Fuel Injection, Allentown, PA
 Constructed turnaround plan for struggling business unit experiencing negative 10% profitability
ratio. Developed 12-Point operational improvement plan and executed recovery. Sales initially
declined, reduced excess personnel, and reduced facility costs by 45%.
Worth Steel, Alsip, IL
 Developed profit improvement plan of 10% EBIT compared to prior year losses
with strategic sales improvements, workforce productivity improvements
providing $300,000 labor cost savings and 5% purchase cost savings. Analyzed
customer profit contribution and recommended strategic improvements.

4. Illinois Fibre Specialty Company, Chicago, IL
 Established sales and new business
development improvement plan. Launched
company’s first e-commerce platform, increasing
overall sales volume, and expanding into new
markets. Performed 80/20 customer and product analysis. Increased revenues expanded gross
profit and net income.
MAN Roland, AG, Westmont, IL
Sales and operations responsibility for North American unit of $2 billion
private equity-owned German equipment manufacturer. World leading
web offset printing machines manufacturer until 2009.
 Initially solved operational issues within supply chain organization
between Chicago-area office and three German production facilities: Augsburg, Offenbach, and
Plauen.
 Initiated programs leading to increased sales for North American business unit.
 Exceeded six annual sales quotas, tripled sales revenue, and net income. Revenue improvement
contribution up 33%; profit improvement increased 30% in highly competitive market.
 Renewed focus on inter-company cooperation, enhanced customer service and retention leads to
customer satisfaction improvements during initial 18 months.
 Competitive market intelligence leads to strategic implementation of the company’s first ecommerce
web sites, growing business 10%-15%; generated $1 million in first nine months.
Goss International Corporation, Bolingbrook, IL
Sales and operations responsibility for multi-million-dollar business unit of $1.7 billion
international equipment manufacturer. Company had 75% market share of newspaper
printing in North American at one time.
 CRO re-engineered 50-person department during Chapter 11 recovery following 20%
workforce flight.
 Implemented operational improvements and sweeping changes over 12 months
leading to the following Users Group participants and Chairman of the Board claimed, ‘most
significant turnaround’.
 Delivered operational improvements including purchase costs reduced 10%, customer order fill rates
moved from 60% to 90%+ and customer’s priority on-time deliveries improved by 59%.
Valmont Industries, Omaha, NE
Responsible for leading materials management and Enterprise Resource
Planning system implementation for industry leading industrial steel structures
and irrigation equipment company.
 Directed $3 million 40-person QAD Mfg/Pro ERP software implementation.
Renewed project momentum and team effectiveness to launch mission critical
information system.
 Launched Zero-Based Costing supply chain program leading to supplier conference that identified
$125,000 cost savings initiatives from first gathering.
 Turnaround struggling post-implementation for Netherlands operations reducing past due orders.
Bell Sports, Rantoul, IL
Responsible for leading materials management and sales / operations
planning improvements.
 Directed $1 million excess inventory reduction initiative. Implemented
Constraint Theory supply chain scheduling and controls. Coordinated
international sourcing requirements for big box retail customers.
Integrated newly acquired business units into supply chain process.

5. Teikyo Marycrest University, Davenport, IA
 Taught undergraduate sales management, new product development, and management
and control of quality business courses.
General Electric Company, Morrison, IL
 Taught supply chain, production, and inventory control professional review material to
manufacturing employees leading to APICS certification.
Drives, Inc, Fulton, IL
Responsible for sales / operations planning process improvements,
demand planning, capacity planning, MRP, materials requirements
planning, inventory reduction, customer service and on time deliveries.
 Enhanced utilization of company’s first MRP II system following
Oliver Wright’s Proven Path methodology. “MRP works when we use it.”
 International sourcing from China, Taiwan, and Japan. US plant supported large OEM equipment
makers like John Deere, Case New Holland, and Kone Montgomery Elevator.
JI Case Company, Winneconne, WI
 Rated #2 DSM in North America managing outdoor power equipment dealer sales and
distribution. Audited floor plan inventory for accuracy and security. Collected payments
from dealers for sold inventory.
EDUCATION and CERTIFICATIONS
MBA, Finance
The University of Iowa, Henry B. Tippie School of Management, Iowa
City, IA
 Small Business Development Consultant
 Athletic Department Tutor
BBA, Marketing
BBA, Management
The University of Iowa, Iowa City, IA
 Alpha Kappa Psi Treasurer
Turnaround Management Association, Chicago, IL
Certified Turnaround Professional (CTP)
Certification Committee Co-Chair
Turnaround Management Association, Chicago/Midwest Chapter
 Initiated successful first in the nation supply-side scholarship incentive program
encouraging more candidates to begin their pursuit of certification. Negotiated cost
sharing participation with TMA Global organization. 125% goal achievement in
participation among 875-member non-profit organization.
American Production and Inventory Control Society, Falls Church, VA
Certified Production and Inventory Management (CPIM)
Certified Integrated Resource Management (CIRM)