BRADLEY D. SLAGOWSKI, MBA
14695 Candeda PlaceCellular (801) 358-7457
Tustin, CA 92780bradslag[at]msn.com

FINANCIAL AND OPERATIONAL EXECUTIVE

Solution-focused and profit-driven leader with strategic vision and business acumen to create effective strategies that brings measurable improvements. Skilled facilitator building mutually respectful relationships with banking, bonding and vendor officials to facilitate change and expansion. Hands-on executive working in diverse industries and business types earning progressive responsibility for all aspects of business development, finance and operations. Skilled in forming cross-functional and high-performance teams creating opportunities for productivity improvements. Key Executive Benefits:


Short term and long term strategic planning
CEO and Board of Directors
Corporate Tax Planning and Preparation
Turnaround, Change & Growth Management
Systems implementation and IT knowledge
Financial Planning, Budgeting & Management
Policy & Procedure Development
HR & Risk Management
Extensive ESOP implementation and compliance knowledge
PROFESSIONAL EXPERIENCE
A.J. KIRKWOOD AND ASSOCIATES, INC., TUSTIN, CAJUNE 2008 AUG 2009
DESIGN/BUILD ELECTRICAL CONTRACTOR
CHIEF FINANCIAL OFFICER

Primary Challenges: i) rebuild relationships damaged immediately before employment, ii) construct, train and retain competent accounting department, iii) negotiate complex stock purchase agreement and exit settlement involving departing President, iv) develop accurate and sustainable job costing system and process for job status review, v) orchestrate on-going training for project administration. Leadership action and significant results:

Turnaround Management: In first two months on the job stepped into a crisis smoothing concerns and repairing trust issues. Leadership and action resulted in strengthened relations with banking and bonding organizations. Successfully increased line of credit from $2,000,000 to $3,000,000 and bonding capacity from $10,000,000 per job and $50,000,000 overall to $20,000,000 to $75,000,000 overall.

Change Management: Replaced key personnel in accounting department and recruited high achievers from in-house to build a competent and retainable staff. Oversaw the development of training program and review process to increase knowledge and skills of the department. Resulted in more timely and systematic financial reporting process.

Negotiations and ESOP: Orchestrated complex settlement of final buyout for sole remaining shareholder. Gathered and constructed detailed information supporting a substantially lower stock value saving the ESOP over $1,500,000.

Financial Management: Focused department on cash management during a severe economic downturn. Directed priority of both collections and billings. Resulted in an increase of cash of over 400% from $1,000,000 to $5,250,000 while revenues were falling from $46,000,000 to $34,000,000.

Systems Implementation: Formed a cross-functional team responsible for implementation of job costing software. As leader of the team facilitated the members to develop system criteria, procedural steps and training systems to successfully introduce job management tools. Resulted in shortened change order approval, accurate and timely job cost information, and reduced the cycle for financial reporting by half.

Risk Management: The Company was a target of a Wage and Hour audit as a result of perceived violations. Researched complex issues of California Labor Laws. In conjunction with outside legal counsel, devised an audit strategy that resulted in the Department of Labor Standards Enforcement focusing on compliant issues. This saved the company the possibility of costly fines and penalties in excess of an estimated $100,000.


Rsum: Brad Slagowski
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S&L LANDSCAPING AND EXCAVATION, INC., LINDON, UT JAN 2005 MAY 2008
EXCAVATION CONTRACTOR
CHIEF FINANCIAL OFFICER

Primary Challenges: i) Design an infrastructure for growth, ii) finance growth through internal means, iii) recruit and develop a highly skilled work force, iv) develop accurate and sustainable job costing system and process for job status review, v) foster a culture of loyalty and work ethic. Leadership action and significant results:

Growth Management: Devised a growth strategy that included a highly skilled work force, higher margin projects and tighter monetary controls. Resulted in a year over year sales increase of 35% or more for three years running. Gross revenues increased from $4,000,000 to slightly under $16,000,000.

Financial Planning: Used increased profitability to strengthen key financial measures and balance sheet accounts to fund growth and persuade banking, bonding and vendors to eliminate personal guarantees.

Long-term Strategic Planning: Created innovative employee incentive program designed to attract a higher quality and loyal work force. Resulted in a decrease of employee turn over from 15 employees every 90 days to less than 5 employees saving the company $30,000 in lost productivity every quarter.

Short-term Strategic Planning: Concentrated bidding efforts on larger, more complex projects due to a higher quality work force and strengthened skill set. Resulted in over 10,000% increase in net income from $16,000 to $1,650,000 in three year period.

Corporate Tax Planning: Planned multiple tax deferral strategies for land development through the use of complex IRS 1031 exchanges. Nearly eliminated tax liability for very profitable year using sustainable case law to sale land at a loss to affect current years operating income. Saved the owners over $500,000 in taxes.

REALTY NET ADVISORS/1031 EXCHANGE PLACE/BLAYLOCK & COMPANY2003 2005
PRESIDENT/OPERATIONS MANAGER/STAFF ACCOUNTANT

May 2003 to May 2005 completed requirements for an Accounting degree and an MBA. In this time period worked full and part-time fulfilling CPA experience requirements and helping a real estate brokerage to structure TIC shares in investment property while using 1031 tax deferral laws.

ALL ELECTRIC, LAS VEGAS, NV2001 2003
ELECTRICAL CONTRACTOR
OPERATIONS AND PROJECT MANAGER

Managed as many as 40 electricians and 5 projects ranging in size from $500k to $10.5 million. Increased companys ability to take on larger, more complex and profitable jobs.

Turnaround Management: Rescued failing project. Brought project in on-time and on-budget. The successful turnaround of this project resulted in an award of three additional projects worth over $1.2 million each.

Technical Background: Skill set, experience and track record allowed the organization to win a complicated hospital contract. Project worth over $3.5 million.

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BEACON ELECTRIC, INC., PROVO, UT1996 2001
ELECTRICAL CONTRACTOR
CHIEF EXECUTIVE OFFICER/PRESIDENT

Devised and implemented strategic business plan, obtained and negotiated all contracts, full profit and loss accountability, staff and policy development, organizational development, market penetration strategies, and overall operational management.

Business Plan Execution: Completed over 30 commercial projects over a five and a half year period. 90% success rate in completing projects on-time and on-budget.

Policy & Procedure Development: Implemented and created a quality program insuring a superior installation that exceeded customer expectations. Resulted in the first Sub-tier 100% grade in an Owner/Developer grading program. Secured several additional projects worth more than $1,000,000.

Start-up: Sustained entrepreneurial effort for over five and a half years in competitive market place.

PACIFIC BEACH TIRES, LP, SAN DIEGO, CA1994 1996
MULTI-STORE TIRE RETAILER
VICE PRESIDENT OPERATIONS AND FINANCE

FERROFLUIDICS CORPORATION, NASHUA, NH1991 1994
MULTI-PROCESS MANUFACTURER
DIRECTOR INFORMATION SERVICES

Controller, Infolink Technologies, Assistant Controller, Tracor Flight Systems, Claims, Travelers Insurance.1988 1991

SOFT SKILLS

Demonstrated achievement in building bonds of trust and confidence resulting in unexpected and above normal achievements. Superior knowledge of team building dynamics and internal influence and motivation factors used to establish high performance.

Instrumental in developing non-traditional approach to external claim settlement for large multi-national insurance company. Participated in designing a system to settle insurance claims before legal representation resulting in quicker and less costly settlements.

Chaired and hand picked cross-functional implementation team for a multi-process manufacturing company. Smoothed conflicts and influenced consensus building allowing for an excellent choice of enterprise software to handle three distinct manufacturing processes.

Worked as a member of Mission Statement and Standard of Ethical Conduct team to encourage a high level of professionalism. Actually penned the final statement that was approved by the Board of Directors for dissemination.

Accessible leader. Encourage all level of reports whether direct or indirect to seek opportunities for learning advancement and growth. Results in happy teams and confident employees who increase there capabilities to handle growing and more complex tasks.

EDUCATIONAL BACKGROUND

Finance, Brigham Young University, Provo, UT GPA 3.471988
Accounting, Utah Valley State College, Orem, UT GPA 4.002003
Master of Business Administration, Utah State University, Logan, UT GPA 3.82005