Robert Munck

• Brought cash flow, profitability by association and cost models current as they were 3 months in arrears. • Identified pain points in closing process and implemented processes to improve closing time such as implementing the manager allocation % by association tracking model and streamlining reconciliations. • Verified inventory balances from recent acquisition of Medtech/Bledsoe and Viscent including opening balance rollback to acquisition date. Provided guidance on what items Breg should take on as viable inventory and which items were excess and obsolete which lowered the purchase price by 700K. • Performed quarterly E & O analysis for all Breg Companies while improving analysis by implementing a shelf life component and uncovered that E & O was under reserved by 1.9M on 24M of inventory. • Worked with IT to automate E & O reserve calculation which gave you an instant view of current reserve requirement which eliminated 7 to 8 days of monthly preparation time for analysis. • Finan

Chief Financial Officer Responsibilities include all aspects of financial reporting & controls, human resources & payroll, taxes, cash, banking, accounts payable & billing, accounts receivable, risk management & insurance. Manufacturing responsibilities included production & customer delivery schedules, accurate BOM including costing, overseeing all aspects of work orders process, accurate inventory and valuation. Key accomplishments included: • Overhauled and professionalized the entire internal and external financial reporting and process controls. Developed systems for accurate invoicing, revenue recognition, budgeting, forecasting, cash management, payroll and disbursements. Responsible for the implementation of SysPro ERP system for accurately recording financial and manufacturing transactions in all sub-ledger modules. Implementation timeframe was 6 months from selection to “go-live”. • Developed compensation and benefits package to attract “A” talent. Wrote employee handbook to describe company’s human resource policies, procedures and benefits. Researched, evaluated and selected Medical, Dental, Vision and Chiropractic plans for Freedom employees where no existing plans were in place. • Minimized E & O write-offs by 85% by instituting monthly physical inventory counts in conjunction with bi- monthly production meetings with the manufacturing and accounting groups. • Reduced inventory 15%: Credited with the introduction of operating margin analysis by item, contributing to a significant reduction of inventory levels. • Slashed month and year-end close timeframes by leading design of reporting systems and processes. • Managed the tax preparation of all tax returns for the INC and LLC companies with outside CPA firm. • Advised both CEO and President on all contracts with third parties including those with strategic partnerships. • Contributed over 475K to bottom line by asking and challenging some of the proposals of the CEO and president. Considered the “voice of reason” and reviewed all contracts and proposals before any commitment by the company. • Implemented all processes from the accounting and operations side relating to manufacturing work orders from opening to closing to variance analysis. This includes complete process flow and transactions of raw materials to sub-assemblies to finished goods.

Responsible for 4 direct and 4 indirect reports and all accounting functions for the entire company as an acting member of the Senior Management Team. • Timely preparation and review of all monthly financial statements for senior management and investor management firm including management narrative. • Responsible for the preparation of the annual budget, as well as all associated variance analysis to prior year actuals and budget. • Implemented policy and procedure related to companies Fixed Assets. Implemented annual fixed asset audit which validated balance sheet amounts to assets that could be tagged and verified. • Reduced physical inventory variance by 28% Year over Year by setting up weekly production meetings to review production, inventory levels and disposition of E & O material.

Preparation and analysis of financial statements while managing 14 accounting managers to ensure that all general ledger transactions are properly recorded and analyzed. Responsible for 14 direct reports while reporting to the SVP of West Division and Corporate CFO. Improved and aligned the internal controls and processes of 14 service centers which enhanced the performance of the $105M Division. • Ensured the proper and timely recording of all financial transactions, month end closing of the financial statements for 14 service centers allowing executive management to have accurate data to make timely operational and strategic business decisions. • Accountable for setting up and coordinating the annual budgeting and forecast process for the 14 service centers in the west division including capital and fleet budgets, department budgets and related headcount. • Completed on a monthly basis an analytical review and variance analysis of actual and budgeted financial statements both at the service center and consolidated division level. • Provided revenue and cost analysis by line of business to evaluate the gross margins and profitability of the market segment such as plumbing, drain cleaning, sewer repair and water filtration. • Provided on a weekly basis the divisions revenue and EBITA forecast estimate by service center and region. • Developed daily KPI reports which showed daily sales broken by commercial and residential, # of calls, # of trips, # of money trips, Avg. $ trip and backlog allowing management to focus on the bottom performing service centers. • Continued process improvement on aligning all 14 service centers to follow the same procedures and processes by working with each of the general managers and accounting managers to improve the accuracy and consistency of each process. Each service center was calculating payroll accruals, commissions and charge backs differently causing financial variances between actuals and budgeted amounts. • Established new reports for the general managers allowing them to have better visibility into their service centers which in turn resulted in better decision making and profitability at the service centers allowing some service centers to improve as much as 5 points in Gross Margin. These reports included the daily call tracker, profit planner, division ranking report and the sales tracker.

Analysis, interpretation and presentation of financial statements while leading an accounting department of three to ensure that all general ledger transactions are properly recorded and analyzed. Reported to the VP of Finance / CFO. Responsible for improving internal controls and processes which enhanced the performance of $65M company. • Directed and coordinated the proper and timely recording of all financial transactions, month end closing of the financial statements for Cal-International and 86 Pick Up Stix stores allowing executive management to have accurate data to make timely and meaningful business decisions. • Completed variance analysis of monthly P&L from Revenue and COGS to expenses, Actual vs. AOP vs. Quarterly Forecast comparison including year over year comparison for MTD and YTD ensuring accurate financials; investigated areas with abnormal trends. Prepared monthly board review deck for CFO showing monthly financial performance and key metric measurements. • Ensured prompt weekly close of store inventory, accurate reporting of weekly revenue and COGS including variance. Investigated any store anomalies and made necessary adjustments. • Reviewed weekly flash report sent to leadership team and the regional managers which gave insight to store profitability including labor – actual to matrix variance, discounts, theoretical to actual food cost gap and other controllable costs as % of net sales. • Improved the monthly inventory write-offs by 90%, from $100K to $10K per month, by implementing processes and procedures relating to cycle counts, monthly P.I.’s and inventory transactions as it related to Cal-International, the manufacturing company that produced the proteins, sauces and produce for the 86 Pick Up Stix stores. • Held instrumental role in the reduction of Cal-International excess overhead by 96.5%, from $77K to $2.7K per month by increasing case production per hour while reducing the production hours. Developed reporting tools that were used daily allowing better visibility to the leadership team so that necessary actions could be taken quickly which impacted the financial statements. • Provided many new reports and tools to the operations group allowing them to better run their stores, including late deposits, paid outs (cash taken from drawers), and P Card analysis resulting in better profitability at the stores.

Operations Controller Led team of 5 Accountants and Analysts. Reported to CFO and VP of Operations. Responsible for $52M Operations budget worldwide in a $550M company. In charge of all aspects of cost accounting, inventory and manufacturing variances as it related to month end closes including monthly analysis and forecasting. • Coordinated the integration for all acquisitions to the QLogic processes and methodologies relating to inventory, costing and manufacturing expenses. Included but not limited to analytics on overhead rate, E & O, scrap, warranty and revaluation. • Recognized as key contributor in implementation of low cost manufacturing and postponement site in Ireland which included facility, employment and product cost analysis. • Equipped the CFO and VP of operations on a monthly and quarterly basis with summary of business activity and financial position relating to margins, manufacturing spending and manufacturing variances allowing executives to make operational and company focused business decisions. • Instituted and enforced processes and procedures in the cost and inventory areas which allowed the company to pass Sarbanes-Oxley certification. • Prepared product margin and manufacturing variances analysis on a monthly and quarterly basis, which also included budgeting and forecasting for month, quarterly and annual timeframes equipping the VP operations and CFO with necessary information. • Set, maintained and analyzed standard costs for a $550M company with 6 different Lines of Business (LOB). Provided senior management updates of any irregularities of standard costs which would affect standard margins for all LOB’s. • Created monthly, quarterly and annual budgets, performed monthly and quarterly variance analysis for World Wide manufacturing departments with expense budget of $40M and capital budget of $12M. Sr. Manager, Finance 2001 – 2005 Manager, Financial Reporting 1996 – 2001 Core team member of companies Product Development Process (PDP), responsibilities included ROI analysis and Life Cycle models for new products. • Led the cost reduction team (cross functional) effectively reducing costs approximately 5% per quarter based on team effort. • Produced Cash Flow Statement, Stockholder Equity analysis, reconciliation of company’s stock option program resulting in accurate financial statements. • Managed Accounts Payable and Payroll departments which included account analysis, calculation of commission payments, W-2 and 1099 reporting, supervision of four direct reports in order to provide timely payments to vendors and employees while meeting the statutory filing requirements for the company. • Assisted in preparation of monthly financials, 10Q, 10K and Board of Directors updates which permitted executive management to have accurate data to make informed business decisions and in turn increase our shareholders value.• Prepared slides for the CEO and CFO relating to Customer Revenue, ASP’s, Key Statistics, Margin explanations in preparation for the quarterly conference call. • Monthly journal entries, account analysis and module interfaces to G/L guaranteeing accurate financial statements. • Completed special projects for the CFO and VP of Finance relating to manufacture spending, manufacturing variances and standard margins providing accurate data for business decisions. • Prepared PBC’s for the yearly audit, interfacing and accurately answering auditor’s questions.