Resume (CV) of Gregory P. Cofoid - CFO - COO

1. GREGORY P. COFOID
Chicago Area | 219-743-6372
cofoidg@gmail.com www.linkedin.com/in/gregcofoid @cofoidg
CHIEF FINANCIAL OFFICER
Leadership | High-growth Companies | Lean Six Sigma | M&A| Metrics
Operationally-oriented financial executive,experienced in building companies through proactive planning,resource
procurement,talentacquisition and infrastructure development. A CPA/MBA who specializes in growing small-to-mid-sized
technology, healthcare and industrial/commercial/professional service companies rapidlyand profitably. Areas of expertise
include:
 Strategic Planning
 Healthcare,
Professional Service,
Technology
 Lean Six Sigma
 Job CostAccounting
 Private Equity Firms
 International
Experience
 Mergers &
Acquisitions
 Cash Management,
Treasury, Banking
 Financial Reporting &
Budgeting
 SW Implementations
 Metrics - Scorecards
 Financial Planning &
Analysis
 CostReduction
Initiatives
 Turnarounds
PROFESSIONAL EXPERIENCE
HEALTH RESOURCE SOLUTIONS – Interim COO – CFO, Chicago,IL 2017 – Present
A $15MM home health companyproviding in-home,skilled nursing and physical therapyservices using advanced AI
technology. Directed company’s clinical and non-clinical operations as well as financial and back-office support.
 Turnaround:
o Restructured company’s clinical and non-clinical groups to improve effectiveness and reduce overhead,
saving over $500M per year. Reduced other operating costs by15%, improving the bottom line by another
$200M annually.Made companysaleable to a private equity group.
o Reduced LUPAs from 28% to 10%, increased Recerts from 20% to 38%, improved RN productivity from 74%
to 93%, and raised the company’s 5-Star Measure from 3.0 to 3.5.
o Increased patientsatisfaction from 75% to 93% and employee satisfaction from 66% to 90%.
 Infrastructure:
o Created processes to monitor key metrics to evaluate business performance and assign responsibility,
increasing margins 6%.
o Instituted a formal,corrective action program to address clinical and non-clinical issues and patient
complaints.
o Established processes to improve telehealth compliance from 45% to 74%.
 System Implementation:
o Implemented a new patientaccountsoftware system within three months,converting processes to provide
better accountabilityand metrics reporting.
CODE RED, LLC – COO – CFO, Chicago,IL 2004 - 2017
An industrial services,products and equipmentrental safetycompany,specializing in safety. Directed company’s operations,as
well as accounting,finance, tax, human resources,information technology, safety, legal compliance,insurance and risk
management,regulatory,and tax functions.
 Strategic Development:
o Created explosive growth in revenue from $3MM to $45MM within ten years.
o Increased margins from 28% to 50%.
o Built branches throughoutGulf Coast – increasing from one to nine centers.
o Negotiated acquisition and successful integration ofcompetitor.
 Profit Improvement:
o Pared costs 15% by automating field processes.
o Improved branch profits 12%, creating detailed costing analyses and metrics with scorecards.
o Cut expenses 32% in rescue division,standardizing equipment and routinizing inventory and inspection processes.
o Dropped branch overhead 20%, reducing supportstaffand third-party professional services.
o Restored cash cow,online productsales,improving SEOrankings and reducing PPC costs.

2.  Process Improvement:
o Converted ERP system to new platform on time and budget. Implemented new inventorymanagementsystem,
cutting inventory levels by 21%.
o Focused information technologyon social media and cloud storage improving sales 6% and lowering risks.
o Developed plans for information technologydisaster recovery and crisis communication.
 Turnaround:
o Managed flame-resistantworkwear factory in Chennai,India,changing plantproduction productmix and
converting losses into 28% gross margins.
o Guided companysuccessfullythrough two severe economic downturns – 2008 and 2014.
o Revitalized rescue division,turning 7% losses into 38% profits.Improved division’s employee satisfaction from
23% to 85% based on surveys.
APPLIED DATA SYSTEMS, INC. – CFO, Baltimore,MD 2001 – 2004
A software engineering companythat developed middle-ware,joining application with operating software. Directed accounting,
finance,tax, human resources,technology,banking and insurance relations,and operations.
 Growth: Worked with CEO to sign a private equity investor and grew companyfrom $20MM to $30MM. Integrated a
newly acquired technologyfirm,combining remote operations into those atcorporate.
 ISO 9001:Created cross-functional qualityteam to implementISO standards and become certified within twelve months.
 ERP System: Implemented new ERP system conversion. Greatly improved financial reporting bysimplifying reports and
instituting metrics.
SPECTRUM GROUP, LLC. – CFO, Chicago,IL 1998 - 2001
An Oracle software reseller and consulting firm. Managed all accounting,finance,human resources,and technologyfunctions,
as well as corporate projects.
 Growth: Accelerated revenue growth from $15MM to $20MM.
 Reorganization: Reduced costs 12% by reorganizing to improve accountabilityand communication.
 Strategic Planning: Improved consultantutilization rates 10% by linking key strategic initiatives with compensation
programs.Created balanced scorecard/metrics,reporting monthlyresults to CEOand senior management. Worked to
diversify product line to include Great Plains.
TLC - 20/20 LASER CENTERS, LLC. – COO – CFO, Washington,D.C. 1994 - 1998
Start-up, laser-eye surgerycompany, formed before FDA approval in U.S. Directed non-clinical operations,as well as the
accounting,finance,tax, risk management, human resources and information technologyfunctions.
 Investor Relations: Managed investmentmonies and investor relations.
 Operations: Built six surgerycenters from NYC to Boca Raton, FL. Secured financing for laser and ophthalmic
equipment.Identified sites,negotiated leases,developed floorplans,and hired and trained branch staff.
 Infrastructure: Created companyinfrastructure,including policies,procedures, administrative methods and practices for
all non-clinical operating and supportfunctions.
 Exit Strategy: Grew business to $12MM and worked with CEO to negotiate sale to competitor.
NASD / THE NASDAQ STOCK MARKET – VP Corporate Controller, Washington,D.C. 1990 - 1994
Led 120 accounting,finance and payroll staff of the $350MM organization with operations in Washington,D.C.,New York City
and Trumbull,CT, including financial reporting and analysis,budgeting,forecasting,and on-going accounting functions.
 Cost Reduction: Reduced costs 23% via a formal, process improvementprogram.
 Financial Analysis: Created a financial analysis group that serviced all operating departments.
 Change Management: Championed new rigors and disciplines for the departmentand participated in cross-functional,
companyteams to establish forward-thinking approaches to employee relations.
ARTHUR ANDERSEN & CO. – Senior Manager, Washington,D.C. 1985 – 1990
Big 8 (now Big 4) Public Accounting. Managed major auditing engagements,including Mars,Inc. (global candy company),
National Geographic Society, U.S. Chamber ofCommerce,Lafarge Cement,Inc.
EDUCATION
Master of Business Administration (MBA) Finance, Indiana University, Bloomington,IN
Bachelor of Science (B.S.) Accounting, Kelley School of Business, Indiana University, Bloomington,IN
magna cum laude,honors program,top-five distinguished senior award (E.J. Stahr Award)
Certified Public Accountant (CPA)
Lean Six Sigma – Green Belt Trained