Cindy Yao

• Providing CXO-level guidance on growth strategy and leading the adoption of the Entrepreneurial Operating System (EOS), helping establish operating discipline, accountability, and scalable processes across the organization.

Brought in as public company CFO to lead a financial and operational turnaround at a $1.2B NASDAQ-listed food distributor. In 18 months, I rebuilt the finance organization, SEC reporting infrastructure, and internal controls from the ground up — restoring regulatory standing and repositioning the company for long-term stability. • Rebuilt the finance team (80% renewal, 30% leaner structure) and delivered the company's first on-time 10-K filing, including full MD&A, segment reporting, and disclosure controls • Resolved an SEC comment letter, defended segment classification and goodwill impairment under GAAP; rebuilt SEC reporting team and strengthened technical rigor, controls, quality ad timeliness of public company reporting • Achieved full SOX ITGC material weakness remediation in 14 months — redesigned control environment, retested across all cycles, and obtained clean Audit Committee sign-off ahead of regulatory deadlines • Reduced inventory 22% and revolver borrowings 10% through disciplined cash flow forecasting and working capital management • Executed full capital markets strategy: credit facility renegotiation, sale-leaseback evaluation, ATM equity program launch, and forward equity planning • Sponsored ERP and Geotab fleet system implementation, improving financial data visibility, logistics efficiency, and compliance reporting

Served as CFO and strategic partner to the CEO and Board at this $400M global PE-backed manufacturer — a Markel Ventures portfolio company. Over 10 years, we doubled revenue and EBITDA, expanded globally, and built an operating system that transformed the business. • Co-led enterprise value creation strategy that doubled revenue and EBITDA across the portfolio • Tripled China revenue and doubled two additional business units within 24 months, acting as CEO/EVP for multiple Group Presidents • Led full M&A lifecycle — target evaluation, due diligence, integration, synergy capture and ROI governance • Founded and served as Dean of the Markel Business System Leadership University, embedding a Kaizen-based continuous improvement culture globally • Executed tax optimization and legal entity simplification across multiple jurisdictions, improving governance and dividend repatriation • Partnered with the Board on risk management, strategic planning, long term capital allocation and executive succession • Operated with private equity discipline, including KPI accountability, cash generation, margin expansion, and acquisition integration

Spent over a decade at Bausch + Lomb as head of corporate treasury, managing a $3.5B global capital structure and helping prepare the company for a capital markets event that ultimately became a landmark $8.7B PE exit. • Raised $4B in debt financing; managed global capital structure, liquidity, FX, and interest rate hedging, delivering $30M+ in annual savings • Led IPO readiness process, managing rating agency relationships and investor communications; company was ultimately acquired by Valeant Pharmaceuticals for $8.7B • Conceived and launched WorkSmart, a global working capital initiative that unlocked $40M in cash flow across all business units • Collaborated with PE-backed Board to optimize working capital and cash flow supporting $250M in annual cash interest obligations

• Planned, led and conducted annual financial audits based on risk assessment. Significant issues were identified in some cases and led to material management improvement actions.

Built a broad finance foundation across FP&A, internal audit, tax, ERP deployment, R&D budgeting, and plant controllership at globally recognized companies — the cross-functional depth that underpins a high-performing modern CFO.

Dean’s List and member Beta Gamma Sigma honor society