1. James R. White, CPA
(847) 736-1922
james.r.white@comcast.net
http://www.linkedin.com/pub/jim-white/8/105/859
Executive Profile
Strategic and operationally oriented business leader with experience in Private Equity and Fortune
Global 500 businesses. Enthusiastic, goal driven, team player and team builder with a strong
record of value creation. Develops customer focused, results oriented and continuously improving
teams. Recognized as a passionate leader and mentor through expertise in:
Mergers and acquisitions
Plant start-ups, divestitures and
closures
Business turnarounds
Cost reduction/negotiation strategies
Lean/Toyota Production System
International business
Bank and Private Equity financing
Strategic and operational planning
Performance metrics (including dashboards and
balanced scorecards)
Global sourcing and outsourcing
Employment History
Revolution Lighting Technology Inc., Stamford, CT 2015 – Present
RVLT is a NASDAQ listed LED lighting company, with majority ownership by private equity.
RVLT Group Chief Financial Officer
Led Finance and Administrative teams.
 Achieved 30%+ year over year increase in sales through National distribution agreements with
Fastenal, Rexel and others.
 Drove $3m annual increase in profit improvements through series of process changes,
including successful consolidated of two manufacturing facilities.
Fulham Company Inc., Los Angeles, CA 2011 –2015
Fulham is a Los Angeles based, private equity owned, global lighting components supplier with facilities
in Beijing and Shanghai, China, Hong Kong, India, Dubai, Germany and the United States.
Chief Financial Officer
Led Finance and Administrative global teams.
 Successfully presented and completed Series B funding for working capital needs driven by
20%+ annual sales growth.
 Successfully arranged new and improved credit lines exceeding $12 million with banks in U.S.,
China and India.
 Drove profitability turnaround from a $5m loss to $4m profit through cost reductions, product
price management, business consolidation, etc.
 Developed and led the company’s first formal strategic planning process.
 Implemented business planning and budgeting processes.
 Developed and implemented a company-wide bonus program tied to individual and company
performance.
 Implemented performance metrics across the company.
 Implemented standard cost process in our Beijing plant which increased productivity by 10%+.
 Integrated a Joint Venture in India and terminated a Joint Venture in China.

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 Developed financial consolidation and reporting process, including global product line
profitability.
 For part of my tenure was responsible for risk management, human resource, logistics and
legal aspects of our business.
Inverness Business Partners Ltd., Inverness, IL 2009- 2011
Principal in a consulting business providing strategic and operational services to mid-market clients.
 Interim CFO for a private equity owned companies, including an aerosol spray manufacturer,
steel fabricator serving automotive and trucking market, and appliance components supplier.
 Wrote a business plan for a medical clean room facility which was used to get bank funding.
 Assisted in developing the business plan for a new internet automotive services company.
Philips Electronics, Rosemont, IL 2001 - 2008
(Lighting Electronics North America (LENA), aka Advance Transformer)
Philips Electronics is a world leader in Lighting, Healthcare and Lifestyle with over $40B in revenues.
Chief Financial Officer
Led financial group for LENA with $600+M in revenue, 5,600 employees and 6 manufacturing sites.
 Acquired two lighting businesses and led integration which successfully achieved committed
sales growth and cost synergies for both acquisitions.
 Appointed to Board of Directors of the Bodine Company
 Won Philips’ BEST (Business Excellence via Speed and Technology) award for a very
successful divestiture of a component manufacturing plant resulting in $5M+ cash flow from
improved working capital.
 Initiated a pricing management project which drove almost $2M of annual profit improvement.
 Successfully closed the Mexico City production facility and integrated production into existing
factories in Juarez, Mexico which saved $3+M annually.
 Member of the North American CFO Council for Philips “Best in Finance” program. Using
benchmark data from the Hackett Group, actions included: implementation of a new SAP ERP
platform, one day financial close, web-based performance metrics dashboard, outsourcing of
transactional activities (accounts payable and general ledger) to India, 50%+ reduction in cycle
time for annual business plan, 25% reduction in local staffing, improved customer profitability
process, improved electronic funds transfer process, etc.
 Achieved Philips Lighting Honor Roll for outstanding employee motivational survey results for
2 consecutive bi-annual surveys.
 Led Commodity Team in developing strategies for hedging copper, aluminum and foreign
currencies.
 Implemented a Sarbanes-Oxley control system and International Financial Reporting Standards
(IFRS).
 Decreased inventories by $30M (30%+) within 3 years through improved performance metrics
and aggressive supplier negotiations.
 Improved the annual planning process, closing cycle, and performance metrics by
implementing better tools, and increasing involvement and accountability.
 Led financial analysis for a global manufacturing study to determine best production sites
between Mexico, Poland, China and Vietnam. Resulted in a production facility start-up in
Southern China.
 Appointed as an Executive Coach for the Philips’ Leadership Development Center and an
Executive Judge for the Philips’ Annual Quality Improvement Conference
 Other responsibilities included import/export services (NAFTA), facilities management,
Chairman of Philips’ Lighting Commodity Hedging Committee and Chairman of IT Steering
Committee.

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LoftusGroup LLC (New York, NY) 2001
Interim CFO for a management consulting group servicing companies experiencing distress.
 Served as Interim CFO for Deferiet Paper Company in Watertown, New York during bankruptcy
process.
Schneider Electric-North America (Square D Company was acquired in 1994) 1985 - 2000
Leading supplier of electrical distribution, industrial control, and automation products, systems and
services with sales of $15B. The North American division (SENA), in Palatine, Illinois had sales of $3B.
Director, Strategic Cost Management, SENA (Palatine, IL) 1999 - 2000
Director, Internal Audit, SENA (Palatine, IL) 1997 - 1999
Group Controller-Standard Products Business Unit, SENA (Palatine, IL) 1997
Director, Financial Planning & Analysis, SENA (Palatine, IL) 1994 - 1997
Controller, (San Diego, CA, Lincoln, NE and Birmingham, AL) 1987 - 1994
Audit Manager, Square D Company (Palatine, IL) 1985 – 1987
Schneider Electric accomplishments and experience included:
 Drove $24M in annual cost reductions (5% of total targeted spend) utilizing a McKinsey & Co.
process of supply, demand and compliance management. Reported to an Exec. Committee.
 Played key role on a team that accomplished an extremely successful turnaround and
subsequent sale of an under-performing business unit. Actions included successfully closing a
Florida plant, starting a non-union plant in Tennessee, eliminating unprofitable
customers/products, and negotiating significant wage and benefit changes/reductions with four
different unionized employee groups. Drove $30M+ cash flow.
 Established a Maquiladora facility in Tijuana, Mexico, which revitalized a distressed product line
and enabled expansion and growth which created several million dollars in cost reductions.
 Recruited by CFO to improve interface and compliance with French parent. Directed all
strategic planning, budgeting, product line and financial reporting and analysis for N.A. division.
 Successfully reversed a decision to close an Ireland plant, which had previously reported to me
in Lincoln, NE. As a result $10M+ of annual profits continued to be tax deferred.
 Consistently improved business analytics and speed and quality of the financial closing
process. In Birmingham the monthly close process was reduced to 3 days from 10 days.
 Developed and implemented a Balanced Scorecard executive information system.
 Implemented employee gainsharing program resulting in 15% increased productivity in 1st
year.
 Led integration of a newly acquired $50M power supply subsidiary in San Diego, CA.
 Performed due diligence reviews for three major acquisitions.
 Represented the North American business in monthly CFO meeting in Paris, France.
 Developed an audit program to discover and control unauthorized distribution of the company’s
products in the distribution channel (primarily export sales).
 Developed and taught several financial training programs, including negotiation skills.
 Experienced in high and low volume production, engineered systems, electronic production,
aluminum and brass foundry, plastic injection molding, metal forming and stamping, standard
and job costing, union and non-union shops, and OEM and distribution sales channels.
MSL Industries (Lincolnwood, IL) 1981 - 1985
Audit Manager, Controller and Senior Auditor for Private Equity company with 7 different businesses,
and 15 manufacturing sites in 8 states.
McGladrey & Pullen LLP (Chicago, IL) 1978 - 1981
Auditor and Senior Auditor for CPA firm.
Education
 B. S. Accounting and B. S. Finance, Northern Illinois University
 Kellogg Management Program, Kellogg Graduate School, Northwestern University
 International Management Program, University of Western Ontario, Canada

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Honors and Achievements
 CPA Certification, State of Illinois
 Outstanding Alumnus of Northern Illinois University, College of Business