1. JIM GRANACHER
10 Dressage Place (732) 977-7873 or (732) 294-0521
Freehold, NJ 07728-9373 email@example.com
CHIEF FINANCIAL OFFICER / CHIEF OPERATING OFFICER
CONSUMER PRODUCTS, MEDICAL DEVICES, MANUFACTURING & DISTRIBUTION
Increasingly responsible financial and operating management positions including CFO, COO and
President with manufacturing and CPG companies. Successful in service, manufacturing, private and
public environments. Experience ranges from Fortune 500 to 1000 to start-ups and re-inventing
companies selling to a Fortune 500 CPG for 10 times EBITDA. Accomplishments in organization
restructuring, financial and strategic planning, and operation improvements, through a total team
approach. Extensive experience with high-growth situations. Improved EBITDA through New Accounts,
Back Office Automation, improving MRP systems, and Cost Containment programs - improving financial
operations, reducing costs and personnel required, while improving efficiency.
CORE COMPETENCIES: Budgeting/Forecasting, Strategic Planning, Start-Ups, Divestitures, Acquisition
Turnaround/Restructuring/Integrations, SEC Reporting, Strategic IT Development / Management,
Import/Export, Plant Management, Lean Manufacturing, DSD, Compliance, Business Development,
Financial Reporting, Treasury/Banking, Cost Accounting, Negotiations/Contracts (IT, Healthcare, Leases
& Union Contracts).
TECHNICAL SKILLS: Oracle Financials / ERP, Sage–MAS 200 ERP, Warehouse Management Systems
(WMS), Customer Relationship Management software (CRM), EDI, Database Development, Reporting in
Real-Time Web-Based Environments
Chief Financial Officer 2003 - 2010
Responsible for Finance, Accounting, Purchasing, Distribution & IT with 4 direct & 10 indirect reports.
ECCE PANIS, Inc., East Brunswick, NJ
Manufacturer and national distributor of premium artisan bread products with revenues of $40M.
Freed up needed cash flow for new operation:
o Within 12 months launched MAS200 ERP with full suite of inventory, financials, and MRP
system to replace 3 non-integrated software packages reducing staff and saving $250K.
o Sales grew from $13M to annualized $40M during the six years prior to the sale.
o Negotiated leases on facility at 50% of value; eliminating liabilities in 180 days saving $0.750M
o Closed old facility and opened new facility transferring management team reducing cost $1.5M.
Increased profits $11M from a loss of $5 million to +$6 million in 6 years:
o Launched new packaging, acquired new accounts and automated the back office to allow
full EDI transaction system to meet major retailer requirements. Reduced administrative
and shipping staffs while increasing sales volume.
o Focused on aligning cost to business model. Re-invented the brand in a new state-of-the-art
production facility to manufacture par-baked/frozen product of the highest quality
improving EBITDA from -60% of sales to +3% in a year.
2. JGranacher@verizon.net 732-294-0521 or 732-977-7873 PAGE TWO
ECCE PANIS, Inc. (continued)
Completed the sale of the company to Campbell Soup/Pepperidge Farm at 10 times earnings:
Built the brand from a regional to a national brand in 6 years due to improved quality and value.
Spent year since sale advising and consulting Campbell's Soup and Pepperidge Farm on the
acquisition, data migration, financials and integration to SAP.
Reduced closing time from 20 days to 2.5 while reducing the work force involved by 57%:
Reduced the month end closing time by automating the back office financial software, improving
processes, significantly improving cash flow and reducing the manual workload to close.
Accelerated cash flow to stem the need for VC financing. Managed costs and brought outlays in
line with revenue in 8 months: Developed a weekly cash flow model with links to payables to
pinpoint all sources and uses of cash by major categories.
Vice President of Finance/CFO 2000 – 2003
Responsible for Accounting, Information Systems, Purchasing & HR with 4 direct & 18 indirect reports.
TOPPERS, LLC, Thorofare, NJ
National brand importer and distributor of promotional products with revenues of $70M.
Set in place metrics and a scorecard that enabled a 17% reduction in inventory (from $6M to
$5M): Utilized sales transaction data to model historical movement of product. Analyzed overseas
trade locations and timing from source to NJ and developed lead time model for projecting
To avoid off-line systems problems, completely mirrored the system allowing the customer
service call group to be on line 16 hours per day improving customer service response and
productivity: Led the planning, design and installation of a completely redundant system to mirror
the current system and to maintain both in parallel at two sites.
Reduced closing from 14 days to 5: Reduced the month-end closing time by automating the back
office financial software, improving processes to save time, significantly improving cash flow and
reducing the manual workload to close thus reducing the finance and product fulfillment staff.
Negotiated software and hardware pricing and contracts that were 35% less than the market price
with a near tier 1 vendor: Replaced out-of-date ERP system for $1.5M.
Vice President Administration/CFO 1997 – 2000
Responsible for finance, accounting, & information technology with 4 direct and 15 indirect reports.
THE DENTALEZ GROUP, LLC, Malvern, PA
Corporate office for a national brand manufacturer of dental instruments, equipment and supplies with
revenues of $70M with three manufacturing locations in PA, NY and AL.
Moved company from a legacy IBM mainframe system to a state-of-the-art Oracle ERP system:
Built network and hardware from the ground up in 6 months at 3 sites, on time and within $3.5M
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Successfully negotiated a $2.5M software purchase contract and consulting agreements at better
than market discounts with Oracle: Financed the purchase at no cost over implementation.
Negotiated a two-year option to buy additional modules and revisions at 50% less than then current
President & General Manager 1996 – 1997
Responsible for Production, Accounting, Human Resources, Administration, Purchasing & Distribution. 7
direct & 350 indirect reports.
MRS. SMITH’S PIES (owned by FLOWERS FOODS), Pottstown, PA
National brand manufacturer of frozen pies and deserts with revenues of $130M.
Cut costs $3M per year by enforcing attendance. Reduced daily absenteeism from 15% to less
than 1% operated with 42% fewer employees (350 vs. 600) therefore reducing payroll and benefit
costs dramatically: Negotiated a change in work rules to correct 20 years of poorly managed work
practices, absenteeism and performance.
Negotiated a labor contract that required the bargaining employees to pay any healthcare
premium cost increases as well as no wage increases over the term of the contract.
Previously with FLOWERS FOODS:
o Vice President & General Manager – Columbus Baking Company, regional manufacturer
and distributor of branded wholesale bakery products with revenues of $30M
o Regional Controller for the Florida Region - overseeing 5 brand name bread and roll
bakeries manufacturing and distributing wholesale bakery products with revenues of $250M
o General Manager - of two food manufacturing subsidiaries in MI and FL
o Assistant Treasurer - for parent Fortune 1000 Flowers Foods
o Corporate Accountant -for parent company a Fortune 1000 regional bakery manufacturer
MBA (25% completed)
FLORIDA STATE UNIVERSITY
BS, Business Administration
WESTERN KENTUCKY UNIVERSITY
CPA Exam - passed 1992
FENG – Bergen NJ & Monmouth/Ocean NJ Chapters