A. RONALD KAZLO, MBA, CPA.

1132 East Carlyle Court Arlington Heights, Illinois 60004

Home: (847) 577-8329 Cell: (847) 409-5320 E-mail: ak629aa0@westpost.ne
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CAREER SUMMARY
An operationally-oriented financial manager skilled in reporting, planning/budge
ting, financial analysis, restructuring, cost reduction, cash-flow management, a
cquisitions and divestitures, process re-engineering, and performance measuremen
t. A proactive business partner known for results-oriented leadership and consi
stent contributions to profitability and cash flow. Highly effective in building
and leading teams that produce sustained improvements in service, profitability
, and working capital.
BUSINESS EXPERIENCE
INDEPENDENT CONTRACTOR
October, 2008 to Present
Financial Consultant
Performed accounting, credit/collections, tax, and project work for several smal
l proprietor-owned distributors and contractors and assisted UpTime Parts throug
h its year-end close and audit. Served as Interim Controller for a water utili
ty and a start-up pump manufacturer.

UPTIME PARTS, LLC.

November, 2001 to September, 2008
Controller / CFO
Formed and staffed the Finance and IT groups for this start-up truck parts distr
ibutor that grew sales over seven years from a U.S. based $8 million business in
to a multi-national $54 million business. Served as financial analysis and plan
ning function.
Transitioned and initialized financial systems from former bankrupt company wit
hin one week.
Implemented systematic cycle count program, which, in its second year, had yiel
ded such accuracy that subsequent physical inventories were deemed unnecessary.
Co-led the integration of three aftermarket parts operations from related OEM t
ruck and body manufacturers.
Closely monitoring monthly and quarterly cash flow, instituted ACH wire transfe
r drafting process throughout two dealer networks, which brought companys overal
l DSO down to a consistent 20 days and past due percentage of 10-12%.

PRICEWATERHOUSECOOPERS, LLP.
1999 to 2001
Senior Manager Mergers & Acquisitions Ri
sk Services Practice
Planned and managed several consulting engagements involving integration of clie
nt acquisitions and participated in the financial and operational carve-out of A
gilent Technologies from Hewlett Packard.
ACCO NORTH AMERICA (now ACCO Brands)
1992 to 1999
Vice President - Finance
As a key member of the North American Leadership Team that formed the $400 milli
on ACCO USA organization and grew it into ACCO North America, a multi-national $
1 billion office products company. Implemented financial strategies to support
the companys operating plans and address information technology, cost, profitabi
lity, productivity, and cash flow issues.
Led or participated in directing five restructuring initiatives, including thre
e plant closings and the phased transfer of proprietary tooling to Taiwanese con
tract manufacturers - yielding, in total, annual cost savings of $28 million thr
ough reduced fixed cost structure and asset investment.
Directed legal, tax, and financial requirements to start-up an $80M Mexican maq
uiladora operation.
Developed concept for and implemented a Returned Goods Repackaging Center that
resulted in $300,000 savings in scrapped product and freight/handling costs.
Achieved synergies of $8 million annually by leading or co-leading teams that s
uccessfully integrated five bolt-on business acquisitions.
Streamlined inventory controls and production reporting processes across five p
lants and three distribution centers eliminating $1.4 million, or 3%, of a chron
ic inventory shrink.
Directed the conversion of financial systems to Y2K compliant software, Oracle.

20TH CENTURY COMPANIES / MOEN, INC.

1990 to 1992
Vice President - Finance
Directed finance and accounting controls, systems, and reporting for this plumbi
ng products and parts subsidiary comprised of four plants and six distribution c
enters. In 1991, the company was merged with Moen Inc., a leading $500 million f
aucet manufacturer.
Achieved a 30% improvement in past due receivables and reduced headcount by con
solidating several credit and accounts receivable functions, saving $150,000 ann
ually.
Successfully integrated financial reporting and accounting systems of four inde
pendent companies into a single general ledger/accounts payable system configure
d as a relational database.
Co-led with marketing and operations an inventory reduction and SKU rationaliza
tion initiative that reduced inventories 24% in value and improved turns 45% dur
ing a nine-month recession.

RUST- OLEUM CORPORATION 1984 1990

Corporate Controller
Responsible for strengthening internal controls and supporting management with p
ertinent financial/operating information and analysis to enhance profits, cash f
low, and return on investment for this $150 million paint and specialty chemical
manufacturer. Managed a staff of 27.
 Stimulated value-analysis thinking and expanded cost accountability by designin
g and implementing an activity-based costing methodology for costing products an
d services.
Reduced past-due receivables from 22% to 8%, the lowest percentage in the hardw
are industry.
Enhanced the knowledge and accountability of operating managers by instituting
a tracking report format for the reporting of revenues, gross margins, manufactu
ring variances, and related key financial measures.
Developed a quarterly review and rolling forecast process for sales and other f
inancial measures within the business, significantly improving the accuracy of f
inancial and production forecasts and customer service levels.

BAXTER INTERNATIONAL 1976 1984

Controller Respiratory Therapy Division (19
83 1984)
Established a finance department. Created, implemented, and managed all accounti
ng policies, systems, and controls for this newly created home respiratory healt
h care division. Instituted Medicare and Medicaid billing processes over 36 dom
estic home health care centers.
Manager Financial Analysis Medical Products Division (1979 1983)
Managed financial planning, control, and business unit analysis for a $185 milli
on division with eight distinct business units, four specialty sales forces, and
three manufacturing plants.
Audit Manager Corporate Audit
(1978 1979)
Managed operational reviews and audits, which yielded demonstrated cost savings
in traffic, order-entry, relocation practices, sales returns, scrap control and
recovery, material handling, and rework practices.
Senior Operations Analyst Corporate Profit Planning
(1976 1978)
Participated in developing strategic/operational plans for European operations e
ncompassing capacity planning, transfer pricing, and pro-forma P&Ls by subsidiar
y and product line.

EDUCATION

Master of Business Administration - Finance - Kellogg Graduate School -

Northwestern University
Bachelor of Arts - Economics and Accounting - Carthage College
Certified Public Accountant - State of Illinois