Robert Desrochers

CFO for a private equity held packaging company, delighting customers such as Kraft Foods, Menasha Corporation, and Kimberly Clark.

CFO for a privately held paper converting company, selling to McDonalds, Wendys, Kroger and major food service and grocery distributors. - Led completion of Confidential Information Memorandum (CIM) for sale of business. Finance lead for all prospective buyer due diligence. sold business to Hilex Poly Co. LLC (now Novolex) July 2014 -improved profitability from breakeven EBITDA in 2011 to >6% in 2012 and 2013 by establishing pricing discipline, smoothing supply chain impediments and demanding organizational accountability. -developed and executed strategy to reduce DSO from 48 to 37 days. -implemented operational and IT enhancements to streamline paper purchasing and reduce carrying value of FG inventory by22% ($17mm).

As CFO, established all best practices accounting and finance procedures for start-up entity. Completed investor packet including company history, strategic business plan and product capabilities. Established chart of accounts and closing process, cash disbursement routines, purchasing, risk management and standard costing. Completed all pro forma financial statements for investors and established sales order reporting processes. Developed all sales and production forecasts as well as cash flow analysis. • Identified, negotiated and closed $2M contract to purchase suitable manufacturing site for expansion. • Completed all legal entity and tax registrations for C- and S-corporations.

Financial consulting

Revenues- $1.3 billion, privately held; Senior financial officer responsible for finance and information technology. Directed the efforts of 85 person staff in operations and financial analysis, general and tax accounting, cash management, treasury and IT functions. Led operational and asset management projects to improve operating results and cash flow. Initiated best practices in transitioning from regional privately held company to rapidly growing, national company. DEBT RESTRUCTURE: Worked with bank syndicate to replace existing debt with longer terms and lower rates ($800 mm), thereby providing capital structure for acquisition and internal growth, saving more than $2 mm in interest expense annually. Amended credit facility June 2009 to accommodate business downturn. MERGERS AND ACQUISITIONS: Led financial analysis of $200 mm acquisition. Was able to integrate financial systems within 6 months. First year saw $225mm of accretive sales and $30mm of EBITDDA TAX SAVINGS: Established team of consulting tax experts and company personnel to research IRS tax code and disclose R&D credit savings, energy credits and alternative fuels credits aggregating more than $8 million. IT PLATFORM DELIVERY: Oversaw installation of JD Edwards Enterprise 1, providing integrated order entry, general accounting, payables and receivables and inventory management. Platform gave management team access to by-customer/by-product line profitability, visibility to aged inventory and aided in improved inventory turns from 7 to 10. PENSION FUND CONSOLIDATION: Consolidated Union and Salaried Pension funds for investment purposes; about to negotiate lower rates with service providers, investment fees resulting in $500 k annual savings. RISK MANAGEMENT: Working with insurance broker and plant operating personnel, reduced insurance costs by $500 k, by switching to higher deductibles and book value rather than replacement cost.

• Managed finance and information technology divisions for a $1.4B business; oversaw 100 financial professionals and 60 information technology employees. • Evaluated potential acquisitions; liaised with finance professionals and corporate personnel, and managed all post-acquisition responsibilities, including the integration of financial statements and the establishment of accounting procedures and internal controls. • Served on the executive operating committee. Key Accomplishments: • Generated double-digit sales and earnings growth by securing strategic acquisitions and integrating best practices. • Reduced inventory costs by approximately $70M by revising purchasing routines and usage algorithms to improve inventory turns from six to almost 11 over a four-year period. • Generated approximately $10M in free cash flow and improved working capital by implementing a plan to extend account payables terms by one week per month. • Improved sales effectiveness by reorganizing the finance department and creating channel financial analyst positions to directly support sales vice presidents

• Managed finance / information systems for a $600M operating division. • Directed a team of 55 employees in financial analyses, budgeting, financial reporting, tax, pension plan management and IS functions. • Served as the sponsoring executive for installation of Oracle MRP II systems. • Ensured regulatory compliance and oversaw corporate governance issues. Key Accomplishments: • Reduced boat production costs by $2.5M by implementing best practices for an “off line” system to produce boats at standard costs. • Increased profitability by restructuring the product mix; created pro formas for the top 20 accounts to effectively analyze sales volume and profits.

Revenues $300 million, operating division of a publicly traded company Senior financial officer with total financial responsibility, supporting the manufacturing, sales, and distribution of furnace and water heater gas valves and other HVAC product. Managed 55 finance professionals at seven plant locations in cost accounting, credit and collections, financial analysis and reporting, general accounting, and taxes. Completed due diligence and business plan, leading to establishment of Chinese joint venture. JV was able to generate 25% higher margin on $5.0 mm incremental sales in first year.

GE Financial Management Training Program and Corporate Audit Staff (CPA and MBA equivalent), Audit manager in Venezuela, Government compliance (FARS) audit for GE Aerospace; CFO for Canadian affiliate- GE/RCA Consumer electronics