Gerry Schauer
Chief Operating and Financial Officer - Crest Digital Inc
Valencia, CA
A dynamic and effective CFO/COO executive with success in financial management and operational efficiency. Strengths include the ability to facilitate and communicate at all levels of the company, including direct interaction with the Board of Directors, as well as all employees working toward the collective companys goals. Excellent team interpersonal skills and staff development. Diverse, proven and highly effective leadership skills include:
• A solid knowledge of change management and strategic planning
• Cost control, raising capital and cash management
• Innovative and thoughtful resolutions that bring growth and expansion
• Experienced in implementation of strategic and operational initiatives
• Operational expertise with insight into requirements for team effectiveness
• Comfortable in private and public (SEC/SOX regulated) companies, multidivisional and international operations
Work Experience
Chief Operating and Financial Officer
March 2009 to Present
A private corporation providing post production, optical media (CD and DVD), and digital media to the to the entertainment, fitness, and software industries. Offices in Hollywood and Anaheim CA, with a 38% joint venture in an optical media operation in Beijing China.
Chief Operating and Financial Officer March 2009 to Present
Reporting to the Board of Directors and Owners, responsible for restructuring operations and the balance sheet to best position the company for sale or reorganization. Cut operating losses from $(5.8)m to $(1.7)m, EBITDA from $(1.5)m to $0.3m. Reduced costs through restructuring and process improvements. Improved margins by focus on profitable customers and value add Services. Introduced two new profit centers utilizing the existing company infrastructure. Raised working capital in difficult economic environment, Attracted several strategic buyers, currently negotiating, sale pending.
Vice President - Controller
May 2004 to March 2009
A Valencia CA-based, $2 billion, 26,000 employee division of Carnival Corporation providing cruise and hospitality services.
Vice President - Controller May 2004 to March 2009
Reporting to the CFO, responsible for coordination of SOX compliance activities and overall management of all accounting, tax, budgeting, and cash management activities (including foreign currency) for a $2 billion division with multi-national operations. Staff of 130+. Successfully implemented SOX processes company-wide communicating value/importance with business operators resulting in sign off from auditors and no significant deficiencies.
Absorbed 28% capacity increase in one year with minimum additional financial personnel.
Integrated Cunard Cruise Line brand accounting/forecasting/budgeting into Princess organization (additional two ships and 16% capacity increase), saving $2 million annually. Reduced monthly close to four days, with improved quality of financial records and reports. Improved communications of financial information with corporate headquarters. Executed a Corporation-wide chart of accounts initiative using Oracle financial systems educating/communicating with department heads impact of changes on budgets/forecasts. Reorganized finance/accounting organization to improve speed, efficiency, and teamwork between functions within finance, with Corporate finance, and with the business operators. Instrumental in creating a culture that required forecast accuracy and adherence to budgeted objectives focused on cooperation between finance and business operators.
Senior Consultant / Interim CFO
September 2000 to May 2004
A Santa Monica CA-based boutique consulting firm specializing in interim executive services, value creation, business turnaround assistance, and cash management.
Senior Consultant / Interim CFO September 2000 to May 2004
Assisted client companies (Peregrine Systems, Construction Machinery Inc., Consolidated
Freightways, Applause LLC) with financial and organizational restructuring, cash management, and prospective business planning. Worked with BOD, senior executives, shareholders, and lenders to arrive at a strategy to maximize the return on invested capital. Prepared status updates on client company operations for BOD and lenders. Helped a client emerge from creditor foreclosure to resume successful operations. Generated over $50 million in cash from sale of assets of distressed business units. Negotiated asset-based lending agreements for companies with poor credit history. Reduced $2+ billion in creditor claims to less than $60 cash million payout.
Performed an orderly liquidation, significantly reducing investors anticipated loss.
Vice President and Interim Chief Financial Officer
May 1999 to July 2000
A $50 million, Pasadena CA-based manufacturer of prosthetic and orthopedic components.
Vice President and Interim Chief Financial Officer May 1999 to July 2000
Began a turnaround following acquisition from owner/family by venture group. Interim COO/CFO running operations, initiating changes in procedures, policies, and processes. Aided in recruiting new senior management team. Participated in BOD meetings as executive committee member and secretary. Developed a strategic business plan and budget to increase investor value.
Acquisition/transition team member for two product lines, one company.
Vice President and Chief Financial Officer
October 1998 to May 1999
A $50 million, Valencia CA-based company that designs, manufacturers, markets, and sells implantable neurostimulation devices.
Vice President and Chief Financial Officer October 1998 to May 1999
Reported to the President, with the primary objective of providing strategic and financial input for managing the business toward profitability. Dramatically improved communication and implementation of financial objectives within all functional areas of the company. Developed a process for measuring the cost of quality through data analysis of rejected material, rework, scrap, returns, and the cause of multiple inspections. Eliminated 10 days from the month-end closing cycle.
Chief Financial Officer/Interim Chief Operating Officer
December 1995 to October 1998
A Milwaukee WI-based rapidly-growing, $30 million, manufacturer of wireless technology products that designs, manufacturers, markets, and sells products for the health care market.
Chief Financial Officer/Interim Chief Operating Officer December 1995 to October 1998
Reported to the owner. Provided strategic and financial input on all aspects of the business. Responsibility for accounting, financial reporting, business planning, IT, acquisition analysis, banking relations, cash management, incentive compensation plans, risk management, office administration, and facilities management. 1996 - 98 revenue growth: 60%, 35%, 61%; EBITDA 125%, 16%, 384%. Negotiated three alliances with health care providers, fueling growth. Interim sales/marketing division manager for 13 months. Managed direct sales and telesales organizations for 18 months. Extensive recruiting to fuel growth. Personally involved in hiring 80+ employees.
Controller/Corporate Accounting Manager
June 1986 to December 1995
Reported to both the Chief Financial Officer and Division President. Provided input to management on financial issues affecting operations. Responsibilities included SEC reporting, global consolidations, forecasting, business planning, budget analysis, capital expenditure analysis, cost accounting, month-end closing, and consolidation of Corporate financials including foreign subsidiaries. Helped prepare company for stock sale to GE Medical Systems. Integrated accounting systems and financial reporting of $100 million acquisition. IPO in 1991. Led company-wide cost reduction/value creation program during a period of stagnant growth changing culture to focus on costs, forecasting, and budget compliance.
Cost Accounting Manager/Inventory Specialist
August 1980 to June 1986
A Milwaukee WI-based $225 million manufacturer of engines for industrial and oil markets.
Cost Accounting Manager/Inventory Specialist August 1980 to June 1986
Responsible for supervision of cost accounting staff, product costing, standard setting, capacity planning, inventory reporting, cycle count inventory sampling, and monthly cost /variance reporting. Preparation of fixed fee and cost plus pricing for government orders.
Internal Financial/IT Auditor
January 1979 to August 1980
A Milwaukee WI-based $1.3 billion manufacturer of OEM component products for the automotive and consumer products industries.
Internal Financial/IT Auditor January 1979 to August 1980
Corporate staff function ensuring compliance with SEC, GAAP, and corporate operational control policies in multi-division/multi-location environment. Controllership career track position.
Education
MBA in Management
1986
BBA in Accounting
1978
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