1. PAUL LOCKETT
7 5 4 01 ROWAN, CHAPEL HILL, NC 2 7 5 1 7
Cell: 9 1 9 -4 4 8-4 1 7 5 | Em ail: lockettp2 @gm ail.com
EXECUTIVE SUMMARY
Dynamic, results-oriented leader with a strong track record of performance in turnaround and high-
paced organizations. Utilizes keen analysis, insights and team approach to drive organizational
improvements and implementation of best practices to develop a high quality organization. Superior
interpersonal skills, capable of resolving multiple and complex (sales, human resources, legal, financial,
operational) issues and motivating staff to peak performance. Excellent financial connections developed
as selected member of The Black Gold Group mergers and acquisition team. Additional areas of
expertise include:
Gross Profit improvement
 Strategy, Vision & Mission Planning
 Keep Board of Directors informed
 Family dynamics experience
 Profitability & Cost Analysis
 Create Stakeholder Value
 Contract Negotiations & StrategicAlliances
 Mergers & Acquisitions
 Multiple ERPsystem experience

Multiple ERPconversions (3)
 Finance, Budgeting& Cost Management
 PublicRelations & Media Affairs
 Policy & Procedure Development
 Government Regulations & Relations
 Recruiting and HumanResources Management
 Team Building & Performance Improvement
 GAAP/IFRS & Financial Forecasting
 Driving organizational change

TURN AROUND EXPERT Reversal of a faltering company operating at a negative net worth to achieve
a positive value of $35 million; grew annual revenue from $1.2 million to $12
million over a period of 9 years. Reorganized accounting system, created 5
year projected income, balance sheet and cash flow, and got client $2.2
million in new financing.Reorganized $90 million sales organization and
created $20 million in enterprise value in one year.
Lead the improvement of a landscape ($800K sales) company and increased
production by 30%, fixed accounting issues and applied for equipment
refinancing and $150k line of credit, plus taught owner how to change the
behaviors of the employees to make more sales and keep customers. Return
the next year to see the company on track to produce $1.4 million in sales and
a 25% EBITDA. I lead the turnaround of a trucking company, which had a
negative bank daily balance to over $60k in cash today. Created a separate
business for truck repair from his existing garage, which service his own
trucks and created an addition $300, 000 of new revenue.
ENGINEERING Have a lot of practical engineering learned on the job, including drilling
oil wells, temperature expansion, building tank farms, fluid dynamics and
production lines for oil and gas. I have natural mechanical aptitude, which
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2. PAULJ. LOCKETT C: 919-448-4175| lockettp2@gmail.com | Page 2
was developed during my high school and college years. Helped to engineer
and build a stainless steel pipe polishing machine due to lack of engineering
manpower.
BUSINESS DEVELOPER Landed new drilling service contracts totaling more than $7.5M and
negotiated a higher value oil sales contract with the company’s main
customers to improve revenue stream. Developed a sales network in the
lower 48 states for manufacturing company in Alaska.
OPERATIONS STRATEGIST Forged joint venture agreements to increase productivity of oil and gas
properties; increased production in Texas from 30 barrels per day to 100+
barrels per day by fracturing wells. Form strategic partnerships to reduce
costs by several thousand dollars for both parties. Analyzed and formulated a
plan to increase labor output by 30% saving $800,000 annually.
ERP CONVERSIONS Saved company thousands of dollars through conversion to an ERP
system from an IBMmainframe system to a Microsoft network environment.
Worked side by side with consultants setting up the first company network
and personally handled the software setup for the new ERP system.
BOTTOM-LINE SPECIALIST Lowered operating costs 40% ($8M) after the transition to a team concept
operation. Lowered operating cost by analyzing cost and meeting with the supervisors who were
responsible for the operation. With my coaching the supervisors built the budget, which they would be
accountable to achieve. Created a warehouse to reduce buying costs and wasted labor.
Professional Overview
Interim CEO/CFO Shipman Technologies, Inc. 11/2014 – 4/2015
Owner of $1,000,000 revenue company became terminally ill after hire. Managed operation through
several major events and readied organization for sale. Personally hired and developed operations
for new stainless steel product line capable of generating $39 million of revenue over the next several
years. Acquired equipment financing of $200,000 to finance construction of additional machines.
CFO BLACK GOLD OILFIELD SERVICES: 11/2013- 10/2014
Lead five major companies in accounting, finance, deal negotiation, and executive management.
These companies were a turnaround project and were about to go bankrupt. In the end, I raised $15
in new debt for the Oilfield Services Company and $10 million for the Logistics Company. I also
helped chose the new Spectrum ERP system and lead the conversion effort and reorganized the
accounting department with a team management style and efficient processes.
CFO LOCKETT CONSULTING GROUP: 2011- Current
Formed a consulting firm to evaluate the existing operating status of companies generating up to
$100M in annual sales companies and advise senior decision makers on strategies to advance
revenue, performance, customer base, sales and profitability.
 Currently leading the company in networking efforts and revenue/business development
 Executed consulting engagements contracts and managed staff
 Raising capital for companies with up to $100 million in sales
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3. PAUL J. LOCKETT C: 919-448-4175 | lockettp2@gmail.com | Page 3
 Managing social networking to increase exposure
Vice President/Chief Financial Officer MAKOIL, INC.: 1999-2011
Directed financial operations for a family holding company consisting of oil and gas operations, real
estate offices, and a services company. Hired and trained a six-member accounting staff, replaced
Novell network with an MS server, and lead reorganization of assets, policies and procedures, and
best practices to restore financial solvency and profitability.
 Purchased and sold oil and gas assets, drilled, and serviced wells for internal operations and
strategic partners; negotiated contracts for sales, drilling, purchases, joint ventures, office leases,
and finance agreements. Increased company sales by $3 million in the first year and lowered
operating cost by $1,000,000 of this $12 million dollars sales oil company.
 Established an oil and gas service company to capture $2.5M in new annual revenue; drove top-line
contributions further by developing revenue opportunities related to oil and gas fields in Texas and
Nevada.
 Represented company as an executive at charity fundraisers such as dinners, auctions and golf
tournaments, which raised $300,000 for the Teemu Selanie youth fund.
 Converted industrial properties to Class A office properties, increasing revenue from $72K to $360K
per year; restructured oil and gas assets into a Class A office property as part of an asset
diversification plan. Increase rental income through strategic negotiations with tenants.
 Raised credit line from $3M to $10M and secured a lower interest rate by transitioning to new
commercial banks.
 Shared financial information with operational supervisors and mentored them on how to decrease
costs by $1,000,000; recruited top talent in leadership positions and mentored new hires in oil and
gas operations.
 Developed capital and operation budgets annually and managed accounting personnel in monthly
reviews; lead technical improvements such as installing a high-speed network to enhance staff
productivity.
Controller (1995-1998) MH WHITTIER ENERGY, LLC
Promoted to Controller and proved vital in change management efforts when the company was
reorganized into a team concept company, allowing employees a greater voice in the direction of the
business.
 Partnered with supervisors to create an operating budget and empowered them to take fiscal
ownership by providing them financial data so they could track cost savings and saved $8 million
dollars or 40%.
 Created a warehouse operation and drove reductions in waste, material costs, and labor expense.
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4. PAUL J. LOCKETT C: 919-448-4175 | lockettp2@gmail.com | Page 4
 Improved inventory count accuracy to 99.7% by having the employees did sample counts each day
of 20 items during any down time, and save the company $350,000 in material and labor costs.
 Improved the value of the company (26%) and negotiated the sale of assets for $153M.
 Developed new banking relationships and secured a $500K line of credit.
 Designed and installed a Novell computer network that allowed the company to transition from a
IBM/AS400 system and save at least $50K per year; configured a separate computer network to run
the field operation and warehouse.
Board Experience
Board President – PACIFIC CORPORATE PARK ASSOCIATION; Board Member – MAKOIL, INC.
Education
Executive MBA, International Finance – CHAPMAN UNIVERSITY, ORANGE, CA
BS, Accounting – FARLEIGH DICKINSON UNIVERSITY, TEANECK, NJ
KERN COUNTY - LEADERSHIP DEVELOPMENT PROGRAM
M. H. WHITTIER – SIGMA VI TRAINING
Technical Skills: SAP ERP, Spectrum ERP, PeachTree, Timberline, MS Enterprise, QuickBooks, &
Infinium ERP System, OGWIN ERP (similar to Great Plains and J D Edwards), Crystal Reports, MS
Office, PowerPoint, Dbase, Rbase, MS SQL, MS Access, Google Adwords, Novell/MS Network, RPG II,
basic, IBM AS400, and Warehouse Inventory Systems,.