1. DAVID J. KRAUSE
480-2 Concord Downs Circle
Aurora, OH 44202
Cell: 330-554-6003
davidjkrause19@hotmail.com
Senior Executive Leadership
Senior executive serving in critically responsible leadership positions, successful in the
retail, transportation, logistics and dental practice management industries, with extensive
experience in financial systems design and installation, financial and operational analysis
and capital management, and accomplished in business and organizational restructuring,
financial and strategic planning and financial and operational improvement through a total
team approach.
Professional Experience
DentalOne Partners, Inc., Mayfield Heights, OH
Vice President & Corporate Controller 2012 – May 2014
Vice President & Chief Financial Officer 2007 - 2011
Corporate Controller and Assistant Treasurer 2003 - 2007
Privately held $240 million company that owns and operates over 160 dental centers in 14 states
providing high quality, competitively priced dental and orthodontic services under the
DentalWorks and Dentalworks in Sears brand names. Reporting to the President, duties include
management of General Accounting, Partnership Accounting, Accounts Payable, Practice
Financial Services, Payroll, Financial Reporting, Cash Management, Budgeting, Financial
Analysis, Internal Audit and Taxes.
• Designed and implemented all partnership accounting procedures, reporting and tax
processes to facilitate the sale of partnership interests in the dental practices to
doctors;
• Designed and implemented new Great Plains accounting system, including general
ledger, accounts payable, fixed assets and advanced intercompany transactions (2003
and 2011);
• Key member of team that completed a $22.5 million (2003) and a $65 million (2011)
debt refinancing under adverse conditions.
ShipLogix, Inc., Hudson, OH 2000 - 2001
Chief Financial Officer
First application service provider (ASP) to introduce a completely Web-based, multi-modal
transportation management service enabling shippers, carriers and their trading partners to
collaborate in real time. Reporting to the President, duties included creating and managing all
Strategic Planning, Accounting (SEC), Treasury, Human Resources, Insurance, Real Estate and
Facility Management activities.
• Prepared the detail financial plans necessary to raise $15 million of initial venture capital.

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• Designed and implemented all accounting, financial reporting, treasury, commercial
insurance, human resources, employee benefits and facility operations policies and
procedures for a new corporate entity.
• Directed all necessary activities for business startup in Canada and the United Kingdom.
FDX Corporation (Federal Express), Memphis, TN 1992-1999
In 1992, joined Roadway Services, Inc. (RSI), a $5 billion transportation holding company with
eight operating companies. RSI became Caliber System, Inc. in 1996, and was purchased by
Federal Express, a $16 billion holding company, in January, 1998.
Caliber Logistics, Inc., Hudson, OH and Leiden, The Netherlands
Vice President - Finance and Administration (1996 – 1999)
$700 million multi-site logistics business providing transportation and warehouse management
services in partnership with customers. Contracted with and utilized over 500 carriers and
provided complete fleet management services. The company performed JIT, sequencing and
operational reporting via customized software programs. Reporting to the President, duties
included Accounting, Strategic Planning, Human Resources, Contract Administration, Audit,
Support Services, and Y2K planning and remediation.
• Implemented a complete revision to financial reporting and analysis systems enabling
simultaneous focus on service lines, industries, customers, and management performance.
• New policies and practices reduced working capital by $21 million.
• Restructured the entire contract pricing process to reflect true costs, improve profitability,
and meet target margins and return on assets.
• Designed and implemented financial policies, procedures and systems for European start-up
and expansion.
Roadway Services, Inc., Akron, OH
Director – Capital Budgeting and Cash Management (1994 – 1996)
Reported to the Vice President - Treasurer. Responsibilities included worldwide cash
management services for all operating companies and subsidiaries, negotiating and managing
lines of credit, term loan, interest rate derivatives and other financial services. Also was
responsible for the financial analysis and recommendation of capital expenditures exceeding
$200,000 within a total capital budget of $375 million.
Beginning mission was to implement the company's first line of credit, which was completed
utilizing five banks. Concurrently, a new centralized and integrated cash management system
was also created.
• Established a financial services subsidiary (Delaware) and avoided $220,000 in yearly
state income taxes.
• Changed the capital expenditure review and approval process to improve clarification and
simplify quarterly presentations to the Board of Directors.
Roadway Logistics Systems, Inc., Hudson, OH
Director – Finance and Administration (1992 – 1994)
Member of the management team assembled to determine the commercial viability of a business
entity offering a global multi-modal shipment tracking and reporting service to an international
array of shippers. Personal responsibilities were to design and implement all strategic planning,

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finance, human resource and administrative functions. While the project was viable, our research
indicated market potential was limited and operations were canceled.
Revco D.S., Inc., Twinsburg, OH 1988 – 1991
Vice President - Corporate Controller
$2 billion regional drugstore chain operating 1,175 stores in ten states under Chapter 11
Reorganization (July 1988) protection as of 1991. Recruited with the assignment of developing
internal reporting systems and a process for providing information on individual store
profitability. My responsibilities included 19 cost centers with an annual budget of $11.5 million,
29 professionals and 340 non-exempt personnel.
• Redesigned the financial organizational structure and recruited several key managers.
• Installed a new internal reporting system.
• Created a new gross margin and inventory valuation system to measure store
profitability.
• Closed four regional accounting centers and automated payroll and accounts payable
processes, saving $2 million annually.
• Led the management team that raised over $250 million by divesting or closing 700
stores in nine months.
Family Dollar Stores, Inc., Matthews, NC 1985 - 1988
Senior Vice President – Finance and Administration
$670 million publicly traded discount store chain, a family run, niche market retailer of 1400
stores. After dramatic growth, the company required significant updating of its policies,
processes, systems, and distribution capacity.
• Developed the company's first five year plan and negotiated its first line of credit.
• Installed a first ever comprehensive store level pc/pos based information collection
system.
G.C. Murphy Co., McKeesport, PA, Corp. Controller (Retail - $900 Million) 1978 –1985
Coopers & Lybrand, Pittsburgh, PA, Audit Supervisor 1975 –1978
Education & Professional
MBA, University of Pittsburgh, Pittsburgh, PA, 1983, GPA 3.61
BA, Adrian College, Adrian, MI, 1975, Summa Cum Laude, GPA 4.00
CPA (Certified Public Accountant), Pennsylvania