Mark Saviski

Responsible for corporate financial and accounting policies for franchising, real estate, and profit planning for 200 restaurants representing $375 million in sales.

Frog Street is a leading provider of early childhood (birth to five) curriculum, for independent school districts, child care centers and Head Start organizations. Responsible for international business development as well as leading the Professional Development business segment. - Increased Professional Development sales 81% YTD 2018 versus the same period last year. Increased profit 134% for the same period. - Led the company’s initial entry into the Chinese market. Developed a relationship with a Hangzhou, China based company and made an initial sale of curriculum and Professional Development Services. Visited Hangzhou to manage the initial professional development services and to negotiate a long-term partnership agreement between the two companies. Projected revenue of $50M in years 1-5. - Rewrote the Professional Learning procedures and legal agreements for efficiency and scalability. This reduced paperwork turnaround by 50% and expedited shipments by 90%.

175M supplier of USDA Prime steaks to fine restaurants, country clubs, and casinos worldwide. Responsible for all facets of the organization including manufacturing and distribution to wholesale and retail customers. Staff of 210 with six direct reports.

Tru is a privately held manufacturer of fine fragrance and beauty products. - Led the Tru-owned brands business unit resulting in a compound annual growth rate of 24% over five years. - Worked with the Director of IT (direct report), to migrate the IT infrastructure from server based to a cloud based model. Eliminated the need for equipment, software upgrades, back-up tapes, minimizing down time to almost zero. - Through proficient use of NetSuite, created automated reports and analyses to help the sales team work more efficiently and provide operations with real time reports of possible component stock outs.

Successfully met the Company’s budget goals for all six years as CFO. Inventory was 99% accurate on average and no material adjusting entries were recommended by the outside auditors - Led the search for a new corporate location. Worked with the broker to find potential sites, negotiated the contract, interviewed and selected the GC. Managed the $2M renovation project for the new, 50,000 square foot office and warehouse. Rehab was completed in less than one year and under budget. - Migrated payroll to a cloud based system allowing employees to view history, print W-2’s and make administrative changes, such as change of address, online. This also eliminated the need for receiving and distributing check stubs saving the company several thousand in overall costs. - Bid out the Company’s commercial insurance package and reduced insurance costs by 50%.

A $519M North American business unit of $2.3 billion M.A. Hanna Company supplying non-tire customer rubber compounds. M.A. Hanna purchased Chase Elastomer in 1997. Awarded Account Manager of the Year by achieving $10M in sales growth in 1998. Managed five national accounts (DuPont, Mark IV Industries, Uniroyal, Freudenberg, and Muehlstein) representing $44 million (8.9%) of the company's total sales.

Purchased by M.A. Hanna Rubber Compounding in 1997, Chase Elastomer-Midwest is a $6 million custom rubber compound manufacturing plant. Full P&L responsibility in addition to sales management of the Chase Graphics subsidiary. Staff of 35, four direct reports.