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STANLEY S. WYNGOWSKI, CPA
                                            1817 Paxton Drive
                                           Naperville, IL 60563
                                               312-518-5806
                                             stansf@msn.com



    CHIEF FINANCIAL OFFICER / VICE PRESIDENT OF FINANCE
              Strategic Planning / Financial Analysis & Reporting / Taxes / GAAP
               Risk & Asset Management / Treasury / Budgets / Cost Reduction
                Process Improvement / International Operations / Turnarounds
                 Auditing / GAAS / Cost Accounting / ERP / Internal Controls

        Mr. Wyngowski is a highly skilled financial executive who has produced a proven track record of
accomplishments in improving operating performance and productivity, establishing successful business
practices and procedures, and enhancing bottom-line results. His experience has been gained across service
and manufacturing environments, both domestically and internationally.

         Recognized as both a strategic and tactical thinker, Mr. Wyngowski has continually developed and
instituted sound processes, procedures and strategies that achieved greater organizational performance,
improved internal controls, and enhanced profitability. Throughout his career, he has demonstrated the
ability to focus or refocus organizations, taking them to heightened levels of success. He has continually
been able to adapt, produce and deliver, and is totally committed to doing whatever is needed to get the job
done.

         Mr. Wyngowski is adept at building and maintaining relationships and alliances with other
functional leaders to bridge the gap between operational decisions and financial targets. He offers a unique
blend of analytical discipline and creative approaches that bring about long term growth and financial
stability.

        Having consistently displayed very strong finance and accounting skills as well as exceptional
business acumen, Mr. Wyngowski was highly successful in building, developing and leading effective
organizations to achieve or exceed corporate goals time and time again. He has been able to resolve complex
issues as they arise by using a pragmatic, practical, problem solving, teambuilding approach and his vast
management skills. One of his strengths lies in the ability to troubleshoot problematic situations, define
solutions, and lead teams to effect necessary change.

        Mr. Wyngowski is a high energy, goal-oriented, executive with effective communications skills and
motivational abilities that generate trust, loyalty, professionalism and commitment to excellence. He is a
known as a trusted leader and advisor, who is committed to providing a challenging and professional
environment in which team members can learn, develop and excel under his leadership. He has the ability to
grasp the big picture, focus on critical details, and inspire others to top performance.

                           CAREER HISTORY & ACCOMPLISHMENTS
                                  Lantmännen Unibake USA, Inc.
                            $80M wholesaler of frozen baked goods subsidiary

Director of Finance – 2008 to 2012. Mr. Wyngowski directed all financial and operational reporting,
financial planning and forecasting, information systems, collections, accounting, and internal auditing. He
was also responsible for materials and fleet management, facilities, purchasing, and risk management,
managing a team of six and $80M budget.
Stanley S. Wyngowski, CPA                                                                             Page 2

         Lantmännen Unibake purchased a bread manufacturer and had to quickly integrate the business to
realize synergies. Mr. Wyngowski teamed with the President to expedite the acquisition. He analyzed all
general ledger accounts and discovered no accrual accounting and that every cash payment was expensed.
He then established accrual accounting, and eliminated $100K in redundant costs through consolidation of
tasks.

       Dynamic AX ERP implementation was in disarray at Lantmännen Unibake with multiple problem
areas. Mr. Wyngowski led a rescue team of consultant developers and CPAs to salvage and successfully
complete implementation, completing the project and saving $300K in costs.

        Mr. Wyngowski determined that Lantmännen Unibake was eligible for a tax asset costs segregation
to lower its tax rate and produce substantial tax savings. He directed a team of CPAs and engineers to
determine that certain building costs qualified as machinery and equipment costs in compliance with IRS
regulations. This effectively lowered the tax rate from 40% to 4%, saving $2.5M.

        Inventory levels at Lantmännen Unibake were high with too much obsolescence. Mr. Wyngowski
performed an analysis and decided to consolidate four warehouses into one facility. This produced annual
savings of $1M.

        The parent of Lantmännen Unibake decided to reduce month-end financial close by one day to
expedite reporting. Mr. Wyngowski led a cross-functional team of 15 in finance, operations and sales to
define new month-end close methodology, effectively reducing the close from five days to three days.

        The ciabatta bread production line was operating at 60% capacity and baguette line was at 120%
capacity at Lantmännen Unibake. Mr. Wyngowski determined that retrofitting the bread line with baguette
equipment would increase capacity and enable the company to win a big-box retailer account. He won
approval for the $850K capital investment, which led to $3M in new business by collaborating with
marketing and operations.

        Non-existent credit policies at Lantmännen Unibake had created $200K in write-offs with 30% of
slow pays exceeding payment terms. Mr. Wyngowski analyzed the situation and directed a team of finance
and sales staff to develop new credit and collection policies with more customer focus. Their efforts reduced
bad debt $200K and slow pay accounts by 20%.

                                   Laidlaw Educational Services, Inc.
                              $1.6B provider of student transportation services

IT Finance Manager – 2006 to 2007. Mr. Wyngowski was promoted to execute and direct a $70M IT
project portfolio, including reliability-based management, fuel management, branch operating platforms, web
charters, hire-to-retire programs, telecom expense, and data security. He managed the project timelines and
accounting to ensure each project was within budget guidelines, and led eight staff.

         Internal training of maintenance personnel at Laidlaw was inefficient and costly. Mr. Wyngowski
led a team of finance and operational personnel and identified the best course of action was to outsource
training. The outsourcing plan was implemented, enhancing overall training effectiveness and saving $200K
annually.

        Mr. Wyngowski was charged with managing that comprehensive $70M IT project portfolio with
multiple crucial business facets at Laidlaw. He decreased the project cost to budget through active
involvement in contract strategies, capital decisions, and oversight of ongoing expenses, reducing the overall
cost by $3.5M.

Hyperion Project Manager – 2005 to 2006. Mr. Wyngowski was recruited as part of a turnaround strategy
to automate an antiquated, inefficient, cumbersome, and costly Excel financial system.
Stanley S. Wyngowski, CPA                                                                               Page 3

        Mr. Wyngowski accepted responsibility for automating the poor, inadequate and expensive Laidlaw
financial system. He assembled a cross-functional team of 10 finance, IT and operations staff to implement
Hyperion Planning. The new system improved reporting accuracy 35% and generated immediate actuals,
budgets and forecasts.

                                     Chicago Metallic Corporation
                             $300M metal fabricator and materials manufacturer

Corporate Controller – 2004 to 2005. Mr. Wyngowski was promoted by the CFO to reengineer Hyperion
Enterprise to improve senior management decision making and enhance profitability. He created Board of
Directors’ performance and strategy presentations. He directed accounting, internal auditing, financial
analysis and reporting, foreign banking, investing, and tax functions, as well as managing international credit
facilities and foreign exchange activities.

       Chicago Metallic’s foreign audits were non-transparent, costly and lacking in US GAAP compliance
and adequate segregation of duties. Mr. Wyngowski managed selection of a new outside auditor to improve
the company value proposition. He reduced overall audit costs by 10%, enhanced control of foreign audits
by 30%, and increased audit efficiency by 60%, generating returned results much more quickly.

        Much work had been done at Chicago Metallic in new product development. Mr. Wyngowski
determined that R&D on the new products qualified for an IRS tax credit. He directed a group of SMEs,
finance, operations and sales personnel to institute a plan of action. This led to obtaining the company’s first
ever $650K R&D tax credit.

         Chicago Metallic needed to increase the liquidity of its North American operations. Mr. Wyngowski
discovered that the European operations had substantial cash balances with the parent being unable to receive
dividends without significant tax liability. He assembled and managed five tax consultants to shift loans and
capital by creating a European holding company. This achieved a $40M tax free dividend and was able to
immediately repatriate $3M in tax free cash.

Corporate Accounting Manager – 1998 to 2004. Mr. Wyngowski was recruited to turnaround a poorly-
performing department with untimely and unreliable financials, no disciplined inter-company reconciliations,
no proper data load extracts and transfers, and no best practices. He directed GAAS and GAAP compliance,
prepared tax returns, managed reporting, oversaw outside auditors, and supervised general accounting
functions.

        The Corporate Accounting Department at Chicago Metallic had been poorly managed, resulting in
many areas needing improvement. Mr. Wyngowski managed the business unit controllers to develop an
inter-company reconciliation process and corrected ETLs. This reduced the month-end corporate close from
2.5 weeks to 2 hours and improved financial statement accuracy 30%, while strengthening internal
accounting controls.

         A realty subsidiary of Chicago Metallic, valued at $50M, was determined to no longer be a good fit
for the organization. Mr. Wyngowski played a key role in working with the executive staff to find a suitable
buyer. After divestiture, the company realized a $2M profit.

                                              Pyramid Mouldings, Inc.
                                                $60M manufacturer

Assistant Controller – 1998. Mr. Wyngowski was promoted to oversee the finance department move from
Chicago to Jacksonville. He led an eight person staff in preparing budgets and forecasts, monthly financial
reports, and capital budgets; managing equipment and vehicle leases; analyzing product costs; and
identifying cost improvement opportunities. He also managed general/cost accounting functions and
oversaw IT finance activities.
Stanley S. Wyngowski, CPA                                                                                Page 4

Cost Accounting Manager – 1997 to 1998. Mr. Wyngowski directed three staff in preparing and filing tax
returns, job costing, managing multi-state payrolls, and creating budget/forecast and income statements.

General Accounting / Credit Manager – 1984 to 1997. Mr. Wyngowski was initially hired to automate the
accounts payable system, improve credit function, and increase cash flow. He drove implementation of the
Micro Control and Best Systems fixed asset systems. He managed corporate banking, a $20M credit line,
and a $1M salary payroll.

       Pyramid Mouldings needed new A/P software to replace its antiquated mechanical system. Mr.
Wyngowski evaluated options and introduced a new A/P system, which reduced workload by 40%, increased
accuracy by 30%, and cut month-end close by one full day.

        Cash flow at Pyramid Mouldings needed to be increased. Mr. Wyngowski looked at all possibilities
and initiated programs to enhance profitability. He slashed DSO from 60 days to 35 and stretched A/P
payments from 30 days to 45. His actions dramatically increased cash flow by $2.5M.

                           EDUCATION AND PERSONAL BACKGROUND
         Mr. Wyngowski received his BS degree in Mathematics from the University of Illinois at Chicago
and is a licensed Certified Public Accountant by the state of Illinois. His professional affiliations include the
Illinois CPA Society, AICPA, and the Institute of Management Accountants.

         Mr. Wyngowski and his wife currently reside in Naperville, IL. He has been active in the
community in the Naperville Jaycees and Naperville Moose Lodge, and in supporting Saint Vincent DePaul.
In his spare time, he enjoys all sports, travel, gourmet cooking, reading, gardening, and self improvement.

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Wyngowski S Executive Bio 6.20.12

  • 1. STANLEY S. WYNGOWSKI, CPA 1817 Paxton Drive Naperville, IL 60563 312-518-5806 stansf@msn.com CHIEF FINANCIAL OFFICER / VICE PRESIDENT OF FINANCE Strategic Planning / Financial Analysis & Reporting / Taxes / GAAP Risk & Asset Management / Treasury / Budgets / Cost Reduction Process Improvement / International Operations / Turnarounds Auditing / GAAS / Cost Accounting / ERP / Internal Controls Mr. Wyngowski is a highly skilled financial executive who has produced a proven track record of accomplishments in improving operating performance and productivity, establishing successful business practices and procedures, and enhancing bottom-line results. His experience has been gained across service and manufacturing environments, both domestically and internationally. Recognized as both a strategic and tactical thinker, Mr. Wyngowski has continually developed and instituted sound processes, procedures and strategies that achieved greater organizational performance, improved internal controls, and enhanced profitability. Throughout his career, he has demonstrated the ability to focus or refocus organizations, taking them to heightened levels of success. He has continually been able to adapt, produce and deliver, and is totally committed to doing whatever is needed to get the job done. Mr. Wyngowski is adept at building and maintaining relationships and alliances with other functional leaders to bridge the gap between operational decisions and financial targets. He offers a unique blend of analytical discipline and creative approaches that bring about long term growth and financial stability. Having consistently displayed very strong finance and accounting skills as well as exceptional business acumen, Mr. Wyngowski was highly successful in building, developing and leading effective organizations to achieve or exceed corporate goals time and time again. He has been able to resolve complex issues as they arise by using a pragmatic, practical, problem solving, teambuilding approach and his vast management skills. One of his strengths lies in the ability to troubleshoot problematic situations, define solutions, and lead teams to effect necessary change. Mr. Wyngowski is a high energy, goal-oriented, executive with effective communications skills and motivational abilities that generate trust, loyalty, professionalism and commitment to excellence. He is a known as a trusted leader and advisor, who is committed to providing a challenging and professional environment in which team members can learn, develop and excel under his leadership. He has the ability to grasp the big picture, focus on critical details, and inspire others to top performance. CAREER HISTORY & ACCOMPLISHMENTS Lantmännen Unibake USA, Inc. $80M wholesaler of frozen baked goods subsidiary Director of Finance – 2008 to 2012. Mr. Wyngowski directed all financial and operational reporting, financial planning and forecasting, information systems, collections, accounting, and internal auditing. He was also responsible for materials and fleet management, facilities, purchasing, and risk management, managing a team of six and $80M budget.
  • 2. Stanley S. Wyngowski, CPA Page 2 Lantmännen Unibake purchased a bread manufacturer and had to quickly integrate the business to realize synergies. Mr. Wyngowski teamed with the President to expedite the acquisition. He analyzed all general ledger accounts and discovered no accrual accounting and that every cash payment was expensed. He then established accrual accounting, and eliminated $100K in redundant costs through consolidation of tasks. Dynamic AX ERP implementation was in disarray at Lantmännen Unibake with multiple problem areas. Mr. Wyngowski led a rescue team of consultant developers and CPAs to salvage and successfully complete implementation, completing the project and saving $300K in costs. Mr. Wyngowski determined that Lantmännen Unibake was eligible for a tax asset costs segregation to lower its tax rate and produce substantial tax savings. He directed a team of CPAs and engineers to determine that certain building costs qualified as machinery and equipment costs in compliance with IRS regulations. This effectively lowered the tax rate from 40% to 4%, saving $2.5M. Inventory levels at Lantmännen Unibake were high with too much obsolescence. Mr. Wyngowski performed an analysis and decided to consolidate four warehouses into one facility. This produced annual savings of $1M. The parent of Lantmännen Unibake decided to reduce month-end financial close by one day to expedite reporting. Mr. Wyngowski led a cross-functional team of 15 in finance, operations and sales to define new month-end close methodology, effectively reducing the close from five days to three days. The ciabatta bread production line was operating at 60% capacity and baguette line was at 120% capacity at Lantmännen Unibake. Mr. Wyngowski determined that retrofitting the bread line with baguette equipment would increase capacity and enable the company to win a big-box retailer account. He won approval for the $850K capital investment, which led to $3M in new business by collaborating with marketing and operations. Non-existent credit policies at Lantmännen Unibake had created $200K in write-offs with 30% of slow pays exceeding payment terms. Mr. Wyngowski analyzed the situation and directed a team of finance and sales staff to develop new credit and collection policies with more customer focus. Their efforts reduced bad debt $200K and slow pay accounts by 20%. Laidlaw Educational Services, Inc. $1.6B provider of student transportation services IT Finance Manager – 2006 to 2007. Mr. Wyngowski was promoted to execute and direct a $70M IT project portfolio, including reliability-based management, fuel management, branch operating platforms, web charters, hire-to-retire programs, telecom expense, and data security. He managed the project timelines and accounting to ensure each project was within budget guidelines, and led eight staff. Internal training of maintenance personnel at Laidlaw was inefficient and costly. Mr. Wyngowski led a team of finance and operational personnel and identified the best course of action was to outsource training. The outsourcing plan was implemented, enhancing overall training effectiveness and saving $200K annually. Mr. Wyngowski was charged with managing that comprehensive $70M IT project portfolio with multiple crucial business facets at Laidlaw. He decreased the project cost to budget through active involvement in contract strategies, capital decisions, and oversight of ongoing expenses, reducing the overall cost by $3.5M. Hyperion Project Manager – 2005 to 2006. Mr. Wyngowski was recruited as part of a turnaround strategy to automate an antiquated, inefficient, cumbersome, and costly Excel financial system.
  • 3. Stanley S. Wyngowski, CPA Page 3 Mr. Wyngowski accepted responsibility for automating the poor, inadequate and expensive Laidlaw financial system. He assembled a cross-functional team of 10 finance, IT and operations staff to implement Hyperion Planning. The new system improved reporting accuracy 35% and generated immediate actuals, budgets and forecasts. Chicago Metallic Corporation $300M metal fabricator and materials manufacturer Corporate Controller – 2004 to 2005. Mr. Wyngowski was promoted by the CFO to reengineer Hyperion Enterprise to improve senior management decision making and enhance profitability. He created Board of Directors’ performance and strategy presentations. He directed accounting, internal auditing, financial analysis and reporting, foreign banking, investing, and tax functions, as well as managing international credit facilities and foreign exchange activities. Chicago Metallic’s foreign audits were non-transparent, costly and lacking in US GAAP compliance and adequate segregation of duties. Mr. Wyngowski managed selection of a new outside auditor to improve the company value proposition. He reduced overall audit costs by 10%, enhanced control of foreign audits by 30%, and increased audit efficiency by 60%, generating returned results much more quickly. Much work had been done at Chicago Metallic in new product development. Mr. Wyngowski determined that R&D on the new products qualified for an IRS tax credit. He directed a group of SMEs, finance, operations and sales personnel to institute a plan of action. This led to obtaining the company’s first ever $650K R&D tax credit. Chicago Metallic needed to increase the liquidity of its North American operations. Mr. Wyngowski discovered that the European operations had substantial cash balances with the parent being unable to receive dividends without significant tax liability. He assembled and managed five tax consultants to shift loans and capital by creating a European holding company. This achieved a $40M tax free dividend and was able to immediately repatriate $3M in tax free cash. Corporate Accounting Manager – 1998 to 2004. Mr. Wyngowski was recruited to turnaround a poorly- performing department with untimely and unreliable financials, no disciplined inter-company reconciliations, no proper data load extracts and transfers, and no best practices. He directed GAAS and GAAP compliance, prepared tax returns, managed reporting, oversaw outside auditors, and supervised general accounting functions. The Corporate Accounting Department at Chicago Metallic had been poorly managed, resulting in many areas needing improvement. Mr. Wyngowski managed the business unit controllers to develop an inter-company reconciliation process and corrected ETLs. This reduced the month-end corporate close from 2.5 weeks to 2 hours and improved financial statement accuracy 30%, while strengthening internal accounting controls. A realty subsidiary of Chicago Metallic, valued at $50M, was determined to no longer be a good fit for the organization. Mr. Wyngowski played a key role in working with the executive staff to find a suitable buyer. After divestiture, the company realized a $2M profit. Pyramid Mouldings, Inc. $60M manufacturer Assistant Controller – 1998. Mr. Wyngowski was promoted to oversee the finance department move from Chicago to Jacksonville. He led an eight person staff in preparing budgets and forecasts, monthly financial reports, and capital budgets; managing equipment and vehicle leases; analyzing product costs; and identifying cost improvement opportunities. He also managed general/cost accounting functions and oversaw IT finance activities.
  • 4. Stanley S. Wyngowski, CPA Page 4 Cost Accounting Manager – 1997 to 1998. Mr. Wyngowski directed three staff in preparing and filing tax returns, job costing, managing multi-state payrolls, and creating budget/forecast and income statements. General Accounting / Credit Manager – 1984 to 1997. Mr. Wyngowski was initially hired to automate the accounts payable system, improve credit function, and increase cash flow. He drove implementation of the Micro Control and Best Systems fixed asset systems. He managed corporate banking, a $20M credit line, and a $1M salary payroll. Pyramid Mouldings needed new A/P software to replace its antiquated mechanical system. Mr. Wyngowski evaluated options and introduced a new A/P system, which reduced workload by 40%, increased accuracy by 30%, and cut month-end close by one full day. Cash flow at Pyramid Mouldings needed to be increased. Mr. Wyngowski looked at all possibilities and initiated programs to enhance profitability. He slashed DSO from 60 days to 35 and stretched A/P payments from 30 days to 45. His actions dramatically increased cash flow by $2.5M. EDUCATION AND PERSONAL BACKGROUND Mr. Wyngowski received his BS degree in Mathematics from the University of Illinois at Chicago and is a licensed Certified Public Accountant by the state of Illinois. His professional affiliations include the Illinois CPA Society, AICPA, and the Institute of Management Accountants. Mr. Wyngowski and his wife currently reside in Naperville, IL. He has been active in the community in the Naperville Jaycees and Naperville Moose Lodge, and in supporting Saint Vincent DePaul. In his spare time, he enjoys all sports, travel, gourmet cooking, reading, gardening, and self improvement.