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Corby S.


Orland Park, IL 60647

(708) 263-8436

Highly accomplished, high integrity, results driven, hands-on professional with more than 25 years experience leading and
managing finance, operations, and administration functions within early stage high growth and mature multi-million dollar
organizations. Extensive experience in multi-site operations, in manufacturing/distribution and professional services
industries, within employee and privately owned companies. Demonstrated ability to develop strong financial controls,
streamline operations and increase efficiencies, while implementing growth initiatives and constantly striving to improve
bottom-line results. Adaptable, quick learner with strong leadership, communication and interpersonal skills, capable of
building motivated teams. Member of senior management teams, a strategic and tactical thinker, with strong
implementation abilities. Areas of expertise include:
Financial Reporting & Analysis
Accounting Controls & Audit
Mergers & Acquisitions
IT & Process Improvements

Forecasting & Planning

Early Stage Environments
Real Estate & Facilities
Staff & Project Leadership

Cash Management & Treasury

Public/Private Equity Offerings
Post-Acquisition Integration
Insurance/Risk Management

Master of Business Administration, Booth School of Business, University of Chicago, 1997
Bachelor of Science in Accountancy, additional emphasis in Finance, University of Wisconsin Green Bay, 1985

COOK M&A ADVISORY SERVICES, INC., Chicago, IL (2001 - Present)
and COOK ASSOCIATES, INC., Chicago, IL (2001 - 2014)
Professional services firm with two distinct operating divisions. Cook Associates provides retained executive search services
to more than 300 clients. Cook M&A Advisory Services provides buy-side services to private equity and select corporate
acquirers. The firm has/had offices in 10 states, including Illinois, Massachusetts, New York, Georgia, and California. On
January 1, 2014 the company split into separate entities sharing key resources and services within the Chicago location.
Vice President Finance and Operations (2010 - Present)
Lead all day to day Financial, Operational, and Administrative activities for each division including: accounting and
reporting, financial planning, human resources, IT, treasury, insurance, payroll, benefits, income taxes, and facilities.
Member of the executive management team while reporting to the Chairman, CEO (search) and President (M&A).
Successfully managed split of divisions into separate entities without common ownership to the satisfaction of all
shareholders. Negotiated shared services agreement between the parties and managed the transition of all risk
management, payroll, and employee benefit programs for each entity.
Reduced general and administrative expenses by 40% over three year period by eliminating excess or underperforming
personnel, consolidating services, and outsourcing/restructuring.
Reduced facility and occupancy expenses by 45% through strategic closings, reductions of square footage under lease
in same locations and renegotiating/extending leases when advantageous.
Directed operations software search (Encore) for executive search division replacing a shared (with M&A) proprietary
data base platform. Directed search and implementation team for operations software for the M&A division (Sales
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Vice President Finance (2001-2010)

First senior financial professional hired by the firm in its 40 years of operation. Lead all day to day Financial and
Administrative activities for the firm including: accounting and reporting, financial planning, human resources, treasury,
insurance, payroll, benefits, and income taxes. Member of the executive management team while reporting to ownership.
Developed and replaced antiquated internal control systems for cash, receivables, payables, and fixed assets.
Overhauled and redesigned risk management programs, cutting costs by 35% annually.
Improved overall timeliness and quality of financial information to management. Redesigned internal financial
reporting process, moved from outside accountant compilation, to fully allocate divisional/location income statements.
Developed analysis tools to identify significant variances to promote faster financial decision making by senior
Guided and steadied the firm through significant economic downturns in 2001 and 2008 when firm revenues decreased
by 55% and 42%, respectively, in the twelve months following each event.
Designed and implemented financial management methods including dashboards, analytics, benchmarks, metrics,
scorecards, and client reviews for use by management team.
Drove use of data and analytics in development of performance metrics bonus programs for first tier support
Coordinated strategic office expansions and closings, redistributing assets and support personnel as needed.
Identified and implemented procurement and efficiency savings in telecommunications, network communications,
business development, research services, and professional services permanently reducing costs by 40%.
Managed two IRS audits and one Illinois audit with $0 impact to the company.
GREAT LAKES PAPER COMPANY, Chicago, IL (1997-2001)
Multinational manufacturer and distributor of rolled polystyrene products, dyed and pleated fabrics, laminated fabrics and
parchments, for the North American and European lampshade industry from its manufacturing facilities in Clifton, NJ and
Saint Ouen Alms, France (ets G Poublan & Cie) and distribution facilities in Illinois, New Jersey, California, and Mississippi.
Vice President of Finance (Acting CFO)
Recruited to attempt recovery from a $7,000,000 + fraud perpetrated by the prior CFO in which the company was advanced
operating capital it was not entitled to, a portion of which was subsequently stolen. Lead all day to day Financial and
Administrative activities for US operations including: accounting and reporting, financial planning, human resources,
treasury, insurance, payroll, benefits, and facilities.
Analyzed all components of business environment, current and future market opportunities, competition and all other
available information, and determined, with the board of directors, continuing to operate was not a viable option.
Developed a three year plan for the controlled wind-down of the companys operations in order to maximize asset
value, pay in excess of $12 million to secured creditors, pay unsecured creditors, and generate a return for
Developed and implemented, with key employees and agreement of the board, a plan to create a new, independent,
operating entity that would continue to serve the domestic lampshade industry.
Sold the French subsidiary to local management and employee group, closed and sold the Mississippi distribution
facility, netting $6.2 million.
Closed and sold the distribution facilities in California and Illinois, sold the corporate headquarters building (leasing
back one floor) netting $3.9 million.
Sold main New Jersey manufacturing facility, all equipment, and remaining inventory within the three year planned
timeframe. Retired 100% of secured debt. Negotiated settlements with unsecured creditors paying $.62 on the dollar.
Distributed $4.7 million to shareholders.
TOTAL CONTROL PRODUCTS, INC., Melrose Park, IL (1986-1997)
A $65 million designer and manufacturer of industrial automation controls, operator interface devices, industrial
computers, and PC-based industrial control/monitoring software products, with facilities in Illinois, Ohio, Georgia, and
Alberta, Canada. The company was started in 1983 and had annual revenue of $1.9 million in 1985.

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Director of Finance Treasurer (1993-1997)

Led all corporate accounting, finance, and IT activities including: internal/external (SEC 10-K, 10-Q) consolidated financial
reporting, operating and capital budgets, coordination of external audit activities, preparation and filing of federal/state
income tax returns. Direct ISO internal quality audit teams, foreign currency purchasing, HR, risk management and served
as a primary member of the strategic planning and development team.
Assisted CFO in S-1 registration and successful IPO netting $21 million in equity.
Directed analysis, due diligence, planning, financing, and implementation phases of the companys first acquisition,
increasing revenues 23% and operating income 32%. Assisted in additional acquisition implementations.
Raised $1.8 million in equity capital through closing of private equity placements.
Co-directed all phases of successful ISO 9001 certification team through multi-year process at virtually no cost.
Implemented a standard cost system for product costing and inventory valuation.
Designed and implemented first activity-based costing system to determine product line profitability for business units.
Implemented Japanese Yen hedging program that resulted in a 17% decrease in imported material costs.
Led operations team that redesigned production planning, materials and inventory control functions to improve
responsiveness to customer demands.
Directed four external audits without adjustment.

Controller (1990-1993)
Led all internal accounting functions, internal financial reporting, operating and capital budgeting, HR, employee benefits,
risk management, product costing systems and physical inventory. Interfaced with banks, auditors and tax return preparers.
Directed operations/financial software search and implementation team. Completed conversion on time and under
Obtained companys first working capital line of credit ($1 million, increased to $7 million) with the Northern Trust Co.
Generated $170,000 in tax credits. Upheld during 1996 IRS audit. Designed system to track research and development
costs eligible for federal and state R&D tax credits.
Directed the design and implementation including investment and administration selection - of the companys first
401k plan.
Overhauled and redesigned risk management programs, cutting costs by 40% annually.
Developed new internal control systems for cash, receivables, inventory, and fixed assets.
Directed four external audits without adjustment.

Accounting Manager (1988-1990)

Managed all daily internal accounting activity including: A/P, A/R, G/L, product costing, fixed assets and payroll. Monitored
budgets vs. actual activity, projected cash flow requirements, analyzed employee benefit plan costs. Redesigned accounting
processing procedures and created first accounting policy and procedure documentation. Developed first cash flow
projection model.
Customer Service Manager (1987-1988)
Chosen by management to take over struggling department that needed leadership and guidance. Acted as company
interface with customers, distributors, internal salespeople, and outside sales representatives and coordinated all sales
order processing. Responsibilities included: monitoring distributor stock rotations, returns, warranty repairs, customer
consignments, and demonstration unit programs. Redesigned functional responsibilities and procedures for the department
that were used for the following ten years. Designed tracking models for rotations, returns, and warranty costs.
Staff Accountant (1986-1987)
Performed all entry level accounting tasks. Responsibilities included: A/P transaction processing, A/R transaction
processing, preparation of general journal entries, and maintained G/L account reconciliations.

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