Richard G.

Rogers
rreec7fa@westpost.net
148 Main Street, Unit # O-506
North Andover, Mass. 01845 Cell: (978) 505-5619
SUMMARY
Increasingly responsible financial management positions including CFO. Successfu
l in medical devise, consumer products, engineering services, metrology equipmen
t, financial Software, and manufacturing in private and public environments. Exp
erience in raising capital and negotiation for bank or venture capital financing
. Accomplished in financial and strategic planning and operation improvements, t
hrough a team approach. Extensive experience with high-growth situations.
AREAS OF STRENGTH
Strategic Planning and Analysis Banking Relationships Contract Negotiation
Financial & Accounting Controls Cash Management Medical Devise Products
Reducing Business Risk Asset Management Supply Chain Management
Team Building & Development Business Modeling Growth Oriented
PROFESSIONAL EXPERIENCE
Chief Financial Officer- Optikos Corporation - MA 2002 2010
Privately held $9 million manufacturer producing Optical Metrology Equipment, Op
tical Engineering Services and Specialty Manufacturing. The key strategic adviso
r to the business responsible for all Accounting and Finance including financial
statements, audit, cash management, banking relationships, ISO Management Repre
sentative, as well as HR, and Facilities,
Strategic challenge was to survive in contracting industry. This required an ong
oing challenge of cash and inventory management, expense and risk reductions, ex
iting unprofitable businesses and growing through strategic investment in new bu
siness venture.
Recruited into a turn-around scenario by the CEO, tasked with being an agent of
change.
Within 90 days, non-profitable operations were eliminated, resulting in a year o
ne positive cash flow.
Launched Specialty Manufacturing Business, annual revenues now exceed 35% of Gro
ss Corporate Revenues.
Recruited and provided leadership for a staff of five focused on finance and pro
curement activities.
Reduced inventories by $0.5 million, focused efforts on driving inventory veloci
ty.
Reduced overhead expense from $2.5 million to $1.8 million over 3 years.
Successfully re-capitalized business raising a total of $2.75 million in bank fi
nancing.
Paid down Corporation Debt by $2.1 million in an eighteen month period.
Grew Top line Revenues from $3.9 Million to $9.0 Million over 8 years, in a down
economy.
Recruited, trained and advanced a staff of five.
Vice President of Finance & Operations ZIPTRAN, Inc. MA 1999 2001
Founding member of ZIPTRAN, providing financial services focused on the B2B e-co
mmerce exchange marketplace. Specifically these services included A/R financing,
complete end-to-end financial transaction outsourcing, and credit risk transfer
options.
Strategic challenge was to secure venture capital funding for start-up operation
tasked with building a software platform to support B2B Exchange transaction vo
lumes expected to exceed 100 million per annum. Services included A/R financing,
transaction outsourcing, and credit risk transfer.
Raised $1.5 million of seed stage venture capital.
Established ZIPTRANs financing capabilities based on a fifty million commercial
paper conduit at State Street Bank.
Established Credit Insurance services with four of the largest worldwide AAA-rat
ed Credit Insurance providers.
Designed and implemented ZIPTRANs financial structure, including four unique leg
al entities. Each designed to perform a specific function within the ZIPTRAN ser
vice offering.
Participated in road show presentations to venture capital, banking partners and
potential customers.
Established ZIPTRANs workflow protocols, benefits programs, and hired the operat
ions and financial staff.
Assisted in the implemented Oracle Financials and Oracle Database as a back-offi
ce transaction-processing platform for ZIPTRAN.
Chief Financial Officer Microline, Inc.- MA 1998 2000
Microline, inc. is now a subsidiary of PENTAX Inc. Microline is a premier manufa
cturer of specialty surgical instruments focused on the laparoscopic reposable i
nstrumentation marketplace.
Strategic challenge: At the banks request, I was hired into a medical device ma
nufacturing firm with annual sales of $1.5 million. I was tasked with building a
n efficient infrastructure to drive growth and financial stability. During my 2.
5 years as CFO, we built a business strategy to drive product development, incre
ase profitability, improve asset management, expand sales channels, and invest i
n employee retention, training & advancement. Developed the policies, procedures
and control systems to profit during dramatic growth. The resultant technology
ultimately sold for $43.0 million to PENTAX Inc. in 2003.
Implemented Microlines first data collection and revenue forecasting system. Gre
atly, enhancing forecasting capabilities. Resulting in: reduced inventory invest
ment, increased production throughput, eliminated backorders, accelerated invent
ory turns and greatly increased cash flow.
Working with the V/P of Sales, implemented Microlines first cohesive National Ad
vertising Program. Implemented the first price increase, annual impact $120k. De
signed Microlines first web site. Rewrote distributor contracts. Established a c
ompetitor profiling system with strategic plans tailored to each competitor. Dom
estic revenues FY99 vs. FY00 increased 34%
Acting Operations Manager for four months. Successfully recruited replacement. W
orking with the Director of Operations, implemented Microlines first manufacturi
ng bonus program. Productivity climbed from 250 pieces per day to over 700 per d
ay without additional labor. Shifted operations from make to order to make to st
ock, backorders dropped from $80k per month to virtually zero. During FY00 reven
ues have increased by 48% while inventory investment has decreased by 3%.
Outsourced procurement of high volume machined parts to China, annualized saving
s of $780k. Reduced machine shop from two shifts to one, annualized labor and be
nefits savings of $210k.
Reviewed, re-negotiated and or replaced all of Microlines insurance contracts. G
reatly enhancing the quality of health care coverage and benefits package availa
ble to employees. Resulting in a cost-neutral improvement in Microlines competit
ive position in a tight labor market.
Implement Financial control systems to ensure timely, accurate and comprehensive
reporting of Financials to our banking and financing partners.

Controller Wakefield Engineering - MA 1996 1998

Wakefield Engineering manufactured highly engineered heat sinks for the electron
ics industries. Heat sinks are attached to CPUs and used to dissipate unwanted t
hermal energy.
Strategic challenge: Hired into a turn-around of a failing company. Focused on t
he development of systems to gather and interpret strategic information for the
VP of Finance & CEO. Mission was to evaluate and ultimately replace most of the
Financial Staff. Realigning the Finance Departments role from accounting to a Fi
nance team structured and focused on information analysis and management decisio
n support.
Member of Wakefield Engineerings, Gang of Twenty, representing the top twenty ma
nagers responsible for providing strategic guidance for the company.
Responsible for all cash management, financial forecasting, annual budgeting, mo
nthly closings, bank & corporate audits, customer credit terms, financial contro
ls, banking and financing relationships.
Responsible for directing operational reviews, including consolidation and analy
sis of six manufacturing facilities, capital requirements review, facilities pla
nning, vendor contract relations, standardization of policies and procedures, ma
intaining GAAP compliance, inventory and asset performance reporting.
Managerial responsibility for six direct reports and a dozen indirect. Including
day-to-day direction as well as detailed skill and career development plans for
each staff member. Successfully recruited and developed a fiercely loyal and hi
ghly motivated financial staff. Based on leadership style anchored on personal e
xample, honesty, fairness, compassion, drive and ambition.

Supervisor of Financial Planning & Analysis Polymerics, Inc.- MA 1992 1996

Polymerics, Inc. manufactures and distributes a family of consumer craft product
s under the brand name of Tulip. Company gross revenues exceeded $92 million in
FY96. Company was acquired by Bain Capital in FY91. Bain Capital subsequently so
ld the company to its number two competitor named Plaid Inc.
Responsible for all aspects of the annual budgeting, forecasting cycles, and ope
rational reviews.
Implemented a project accounting system to track diverse Sales & Marketing progr
am expenses.
Implemented Divisional P&L reporting structure and standardized monthly operatio
nal reviews.
Responsible for CFOs long range strategic planning for Board of Directors presen
tations.
Implemented procedures to indentify erroneous credits issued, saving $75k annual
ly.
Designed and Implemented Polymerics Price/Cost/Volume reporting system.
Other career experience:
Cost & Budgets Analyst. C.R. Bard, Inc.- MA 1988 1991
Financial Analyst GenRad, Inc.- MA 1985 1988

Education:
BSBA, Summa Cum Laude Northeastern University Boston, MA 1994
Software Proficiency in the following; Microsoft Office Suite, Excel, Word, Pow
erPoint, JDEdwards Financials, Syspro Financials, Crystal Reports, Access & Para
dox Database Management, Peachtree and QuickBooks accounting software.