Thomas Wolfgram

7879 Somerset Ct.         Woodbury, MN  55125    651-735-3018     tomwolfgram@usavalues-character.com

  

Chief Operations Officer, Chief Financial Officer Or Consultant

M&A / Growth Strategies / Joint Ventures / Productivity Improvement Turnarounds / P&L Budgets & Forecasting / Financial Analysis / Startup / Raising Capital / Process Reengineering / Pricing and Costing / Direct mail and E-Commerce / SAAS / Total Quality

 

As a results-oriented leader, I deliver operational infrastructures to enable companies to grow profitably.   I provide action plans with a commitment to quality and highest margins. Experienced in restructuring operations, delivering cost-effective strategies, revenue and profit growth, I increase efficiencies.

  

 

I reengineered processes to improve customer relations, costs, results and risk. I introduce and gain support for innovative change initiatives by being certain the customer is better supported by marketing, sales and operations.

I earned my BBA in Accounting from the University of Wisconsin-Whitewater and an executive education certificate from the University of Minnesota. I am a member of the Chamber of Commerce, contribute to a Partnership for America's Economic Success and both the American/Wisconsin Institute of CPAs.

Career History

Consultant, Executive Innovations, 2003 to present. Directed growth from $3M to $9M as an operations consultant.  Acting as COO or President for clients when appropriate (1995-2001), I deliver finance, operations, acquisition direction, new money and internal growth.   Developed strategies for enhancing company value based on customer requirements and segmentation of the profit rate. I grew margins and restructured operations.

Grew margins. Printing Client purchased new equipment and needed to restructure pricing for advanced growth and potential sale of company. Defined customer needs. Developed and implemented strategies for product acquisition, marketing and sales processes. Increased printing sales by 240% and margins by 325%.

Turned around operations. Printing Clients needed to generate positive cash flow. Negotiated with lenders and restructured debt, avoiding Chapter 11. Analyzed customer base, marketing plans, financials and strategic plans. In one case, acting as President, restored cash flow by combining technical development, implemented sales processes and cost controls. Grew profits $4.5M which positioned the company to refinance and sold.

Restructured operations. Hired to identify, redefine and enhance value of multi-plant segment of print, packaging and promotion products company. Segmented business by margin contributions, operations, marketing and sales processes to create growth plan. Focused profit leadership on high margin contribution opportunities and expenses.  Retained significant segment of business, which is the core remaining operation. 

President and Executive Director, USA VALUES 1996 to 2008. Led $1.5M funding and startup for an education company and organization. Directed day-to-day operations that will provide education programs for at risk children age three to grade three. Started and stopped the business several times and secured minor grants from national, local and leading international business organizations. 

Executive VP and CFO, WinCraft Inc., 1992 to 1995. A large complex custom manufacturer of specialty printed products. Created strategic plans, target market profiles, sales and product plans, operational profiles and activity analysis. Reduced lead times 50%.  Reduction in pricing was used to grow sales. Won awards in excellence for customer service.  Operating costs were reduced by 7% of sales and inventories were cut in half.

CORPORATE EXPERIENCE

 

EXECUTIVE INNOVATIONS, Maple Grove, MN, 2003-present

Self-employed consultant to owner executives

Strategic definition of the enhancing valuation model and activity to define and create the growth rate and improved profit rate. The customer relationships are facilitated as the base and potential for value growth.

**Delivered financial, operational, and acquisition direction and assistance resulting in 240% growth in printing sales and 325% growth in margin contribution in 6 years following implementation of a new strategic direction. 

  

MINER GROUP INTERNATIONAL, Minneapolis, MN, 1996-2003    

President ('99-'01); Consultant ('97-'03 and '97-'01, respectively); VP Planning ('96-'97)

Miner Group International is a $60,000,000 privately held combination of graphic arts related business segments operating at several levels in the printing industry.  Joined CEO to improve the profitability of the Miner Group in 1996. Significantly reworked multiple operations to focus on customer market segments, products, customer requirements, core strengths and pricing. Assisted in the creation of the Board of Directors and hiring a CEO to run the Miner Group in 1997.  Completed a restructuring in 1999 and 2000 after the CEO resigned. 

**Planned and delivered a 12-month profit improvement of $4.5 million following implementation of the new strategic direction.

**Directed the restructuring and rebuilding of cash flow.  Recreated the leaderships, defined core businesses, business plans, sales and target marketing plans. Improved lender confidence and directed adequate equity and debt infusions and refinancing. 

**Created higher levels of trust and understanding between lending institutions and shareholders.

 

USA VALUES, INC., Minneapolis, MN, 1996-Present   

COO /  Investor / Co-founder

Co-founded USA VALUES, Inc. in mid 1996. Created a character education intellectual property with fun product for use in elementary classrooms.  Placed the business on hold pending additional resources.  Restarted in the spring of 2001 with a refocus on the requirements of principals.

 

USA VALUES-CDP, Minneapolis, MN, 2001-Present   

Executive Director and Founder

Program is based on parent, teacher, principal, faith-base and corporate requirements for character development materials and messages in elementary schools with a strong child, classroom and community evaluation component. Worked with Miner Group International Contributions and Cargill Corporation Grants.

**Program design based on several scientifically supported elements put together for age 3 to grade 6 children and teachers.  

**Measured Outcomes include children with specific knowledge of the assets and attributes of engagement, achievement, civility and success.

 

IMPRINT TECHNOLOGIES, LLC. Minneapolis, MN, 1998-1999    

President / Shareholder

Purchased 42% interest in Imprint Technologies, LLC. assuming the active role of President and CFO.  Surprised by the loss of substantial equity partners. Reduced cost to create 15% operating income; facilitated start-up of e-commerce product line currently generating 50%+ of sales. Declined to remain an owner in the business. 

 

TWIN CITY SIGN COMPANY, Minneapolis, MN, 1995    

President / Consultant

Returned collapsing business to profitability in 6 months and positioned it for successful sale.  Searched and rehired the critical salesperson to the key customer.  Restructured the operation for cost reduction and negotiated supplier debt restructurings outside of chapter 11.  New funding capacity and confidence was created.  Declined to purchase the company.

 

WINCRAFT INC., Winona, MN, 1984-1995

Executive VP / CFO / Shareholder ('92-'95); VP/ CFO / General Manager ('85-'92) Controller (‘84-‘85)

WinCraft, Inc. is a privately held custom manufacturer of specialty printed products processing in excess of 100,000 orders per year in four sales divisions covering twelve classes of trade.  The company had in excess of 135,000-sq. ft. under roof in Winona. Completed strategic and tactical sales and operating plans, directed 10 managers and 350 employees. Company continues to prosper today. Earnings before tax, and interest were as follows:

                                                Average                   High

The Five years prior to arrival           1.1%                     3.2%              

The Nine years after arrival            12.5%                   15.7%            

 

**Achieved operating plans routinely. Responsible for vision, focus, time, resources, and improvements using several management routines. 

**Developed the five year and one year planning process. Created useable strategic plans, target market profiles, sales plans, product plans, operational profiles, activity analysis and consistent profitability with predictable cash flow.

**Created 250% sales and profit increase with old-line product by adapting leading-edge technology while initiating telemarketing and capturing 70% of market over 3 years.

**Jump-started stagnant businesses to 20% annual growth by responding to customer order cycle requirements and installing new sales-production processes.

**Established and implemented a resource planning system to restructure the manufacturing process.  Generating identifiable annual savings of 7% of sales and reducing inventories by 50%.

**Created and implemented unique master scheduling and customer promising systems.  Changed attitudes and increased pride.  Reduced lead times by 50%, taking all orders and shipping 95% on time.

**Facilitated the creations of several award winning customer service departments.

**Directed the design of new product lines and processes to save a business segment. Retaining 20% of company gross profits per year.

 

MIRRO CORPORATION, Manitowoc, WI, 1981-1984 

Controller ('82-84); Director of Planning ('81-'82)

Mirro Corporation was a leading manufacturer of cookware and bakeware.  Annual sales exceeded $125 million and traded on the NYSE prior to acquisition by Newell Companies, Inc. in 1983. Reporting to the Chief Financial Officer, promoted to Controller and the Operating Committee in 1982.  Responsible for general accounting, cost accounting, financial planning and budgeting, income taxes, and financial reporting.

**Introduced a cost-reduction program to the continuing operation; justified in-plant retention of significant process and cost of product.

 

ARTHUR ANDERSEN AND COMPANY, Milwaukee, WI, 1973-1981

Public Accounting Auditing Positions

Audit Manager responsible for planning and supervising ten or more engagements per year.  Manufacturing industry concentration included public and private companies.  Promoted to Audit Manager in July 1979 in the Commercial Audit Division. 

**Significant professional business experiences were gained.

 

EDUCATION

Executive Education Program, University of Minnesota, 1994      (300 hr)  

Executive Seminar with Dr. Deming    (40 hr); IBM Executive Seminar    (32 hrs)

Continuing education in customer quality, manufacturing, customer service and executive management

CPA, Wisconsin, 1976;

BBA, Accounting, University of Wisconsin-Whitewater, 1973