Carl Bardenwerper

Direct the financial operations of this $60 million metal fabrication business servicing leading OEM's in the Industrial & Consumer Enclosure, Healthcare and Telecommunications markets. * Led turn-around effort in 2003 which successfully stabilized the financial performance of the business. * Provided hands-on leadership to resolve significant ERP and operational issues. * Identified a major pricing error in a key customer contract and negotiated new pricing. * Managed cash flow through turn-around to sustain the business and fund all capital investments. * Initiated LEAN partnership with WMEP (Wisconsin Manufacturing Extension Partnership) and member of the steering committee: * Achieved 50% reduction in WIP * Improved on-time delivery from 80% to 95% * Contributed $900K in annual savings * Instituted control and discipline over all departmental expenses improving profitability. * Involved in negotiations of key customer contracts and pricing. * Provided long-range financial planning and related financial analysis. * Led the SOX compliance project for the Milwaukee site. Responsible for: * Financial reporting in accordance with GAAP * Forecasting and related financial analysis * 10K annual reporting * Tax package annual reporting * Board Letter of monthly Finance and Operations results * Board Presentation for quarterly review * Cash Management * External Audit

Direct the financial operations of the $40 million Liquid Crystal Display (LCD) division and key business partner for the Market Segment GM's. * Business partnered with the Site Manager to improve gross margin by 6% points: * Achieved 20% reduction in headcount at consistent revenue volume * Developed scrap reduction plan resulting in $1M annual savings * Initiated selective price increase program targeted at low margin moderate volume business resulting in $400K annual increased sales * Provided profitability and ROI analysis on new and existing product lines. * Involved in negotiation of key customer contracts and pricing. * Developed business unit financial metrics for monitoring and decision making. * Involved in the negotiation of key vendor contracts and cost reduction efforts. * Reduced AR DSO from 57 days to 45 days by introducing enhanced Credit Policies and best business practices. * Managed steering committee in the implementation of the BPCS ERP system. * Developed the sequencing plan for the transfer of product lines offshore.

Direct the financial, cost accounting, IS, and HR functions of the $30 million U.S. Division reporting to the President. * Provided financial leadership during a 3 year period in which sales increased 50%and profits increased 133%. * Created and implemented a Purchasing re-order point program with the Plant Manager which reduced inventory levels by $800K. * Directed management information systems, its personal and activity priorities. * Project Leader for implementation of WAGO Proprietary mfg system and SAP financial reporting system. * Managed the human resources function, including the health plan, 401(k) and profit sharing plans. * Administered and restructured the 401(k) Plan to provide a broader menu of investment options for employees. * Improved the Profit Sharing Plan by eliminating age-based weighting. * Negotiated and modified the Medical Health Plan resulting in significant annual savings. * Negotiated a new phone contract resulting in 17% discount from existing rates. * Converted payroll system from a 3rd party accounting firm to Ceridian resulting in reduced fees and manual processing errors.

Responsible for all cost accounting/inventory control for a 3 plant, $300 million manufacturer. Effectively managed rapidly evolving cost/inventory control systems during 400% sales growth period from $76 million in 1990 to $300 million in 1995. * Conducted on-site operational reviews and cost studies during the acquisition process of several bicycle manufacturing companies to identify and plan for business integration issues. * Played a key role in selection and implementation of AS/400 Computer Associates (PRMS) manufacturing system and AS/400 HFA distribution system. * Managed the manufacturing budgeting, reporting, analysis, and forecasting processes.

C.P.A. - Certified 1989 L3 (Leadership, Leverage, Legacy) Program, Planar Systems, Inc., 2002 Member - WICPA Member - TEC/EA, Executive Agenda 21 - Charter Member since 1997 Board of Directors - General Metalworks Corporation