JEFF JACKSON

17 Jacob Place * Little Rock, Arkansas 72211 * 501-940-2988 *

CHIEF FINANCIAL OFFICER * VP FINANCE * GENERAL MANAGER
MANUFACTURING
SUMMARY
Critical thinking, analytical and business savvy executive level financial strat
egist with 20+ years hands on progressive experience in financial planning & ana
lysis, corporate risk management, strategic business planning, multi-million dol
lar budget management, business valuation, mergers & acquisitions and compliance
. Demonstrated organizational leadership, continuous process improvement and pro
ject management skill sets. Stellar expertise in financial analysis, forecasting
and management reporting. Solid track record of developing and implementing inn
ovative financial processes, improving profitability and controlling costs. Empo
wering team leader with global business experience and negotiating skill to achi
eve superior relationship building outcomes.
* Financial Management
* New Business Development
* Strategic Business Planning
* Cost/Benefit Analysis
* Mergers & Acquisitions
* Risk Management
* Banking Relations
* P & L Management
* Business Audit Preparation
* Project Management
* Systems Analysis and Implementation
* Lean Manufacturing
* Operations Management
* Overhead Reduction
* Job Cost Accounting
* Process Improvement
* Multi-Million Dollar Budget Management
* Due Diligence
PROFESSIONAL EXPERIENCE
PACIFIC SINTERED METALS INDUSTRIES, Los Angeles, CA 2009-Present
Five plant, $25 million dollar metal working group specializing in parts for the
aerospace, consumer and automotive industries.
Sales Consultant
Automotive account specialist. Working with internal sales staff to develop auto
motive sales base of customers.
HAZEN POWDER PARTS, Hazen, AR
1998-2009
Division of a $500 million, privately held parts manufacturer for the Automotive
and consumer products industries.
General Manager/CFO,
Multifaceted accountabilities include financial management, budgeting, P & L man
agement, strategic business planning, operational oversight, resource optimizati
on, vendor relations, continuous process improvement, project management, risk m
anagement, cost containment and more.
* Spearheaded $8MM expansion budget and effort to launch new product line in st
ainless steel exhaust flanges for domestic automotive industry. Efforts propelle
d annual sales from $6MM to $20MM and positioned company as largest global produ
cer of powder metal stainless steel parts.
* Implemented individual job costing and reporting system, effectively improvin
g productivity, reducing overhead 5%, reducing scrap 2% and producing overall sa
vings of $1MM per year.
* Implemented automated production line for new product, reducing production co
sts and expanding market share 10%.
* Orchestrated merger of company with metal parts producer, significantly growi
ng exposure and brand awareness as undisputable leader serving automotive indust
ry. Sales increased from $8MM in 1998 to $20MM in 2007.
* Restructured company to profitability during recession and current automotive
downturn by adjusting overhead and purchasing to align with sales decrease and
adjust A/R and inventory to increase cash flow and reduce working capital loans
by $1.5MM+. Results included production of pretax return of 2%, productivity rat
e of 99% and scrap reduction of 2%.
* Saved company $450K in interest fees by negotiating interest free loan from S
tate of Arkansas to fund plant expansion from 56K square feet to 100K square fee
t of space.
CAPSTAN INDUSTRIES, Los Angeles, CA
1978 - 1998
A privately held manufacturer of powder metal components for the aerospace, medi
cal, construction, consumer products and automotive industries. Sales of $45 mil
lion annually with locations throughout the United States and Mexico.
Chief Fiscal Officer
Charged to oversee complete fiscal accountability for this $45MM, 4-plant, multi
- national manufacturing company producing components for aerospace, automotive,
computer, medical, housing and lawn/garden industries via powder metallurgy. Ac
countabilities included $45MM budget management, procurement, billing, banking r
elations, capital and acquisition evaluation, P & L management, financing, strat
egic planning, sales and marketing, product lifecycle management and staff leade
rship.
* Performed due diligence, negotiated and secured financing for $20MM to fund 5
company acquisitions throughout career. Company sales grew from $5MM to $45MM m
aking firm one of the largest privately held powder metal company within U.S. at
that time.
* Successfully integrated new companies into parent company accounting system.
* Crafted budgets and growth-established financial controls ensuring financial
success and year to year profit for each of 20 years during tenure.
* Successfully implemented automated cost accounting system companywide, enabli
ng demonstration of continued profitability via detailed data and reporting, and
enhancing cash flow $2MM per year.
WHITTIER HOSPITAL, Whittier, California 1975-1978
200 bed acute care hospital with two managed care facilities and 500 employees.
Annual revenues of $25 million.
Controller
Recruited as Staff Accountant and promoted after six months with charge to autom
ate accounting system, establish procedures and streamline Business Office.
* Streamlined key department, adding $3M to Whittier Hospital's cash flow and $
1.5m to revenues. Business office was inefficient, resulting in significant rece
ivables backlog as well as inaccurate customer bills. Automated business systems
and tightly organized staff schedule to correct all problems and strengthen ove
rall performance
EDUCATION & CERTIFICATION
MBA, UNIVERSITY OF SOUTHERN CALIFORNIA, Los Angeles, CA
BS - Accounting, BRIGHAM YOUNG UNIVERSITY, Provo, UT
Leisure pursuits included golf, skiing and fishing: and I'm also active in local
charitable (Treasurer of Tackling Autism Foundation) and community organization
s.