Wayne Foley, CPA

CFO Consultant
847-502-1369
WFoley@CFOAccountingSolutions

EDUCATION

Loyola University Chicago – BA -Finance
University of Illinois – CPA

PROFESSIONAL SUMMARY

Seasoned professional with 20 years CEO, 30 years CFO experience with expertise in a variety of industries including manufacturing, consumer products and service companies. Additionally, I have extensive experience with acquisitions and integration as CEO and/or CFO of 3 successful Private Equity transactions. Background includes oversight and management of HR, IT, Legal, Employee Benefits & Property/Casualty aspects of the company in addition to all financial reporting facets.‎

KEY COMPETENCIES

Creative Problem Solving

Financial Reporting & Management

Project Management

Budget Development & Analysis

Risk Mitigation / Analysis

Mergers & Acquisitions

Due Diligence

Strategic / Tactical Planning

Portfolio Management

Client Relationship Management

Organizational Design

Strategic Planning

PROFESSIONAL EXPERIENCE


Clifton, Larson, Allen

Consultant
‎2016-20212

Provided a variety of services to clients in both an ongoing, part-time, or project-based role.

 • Interim CFO. Stepped in to seamlessly lead accounting department until a permanent replacement was found. Produced monthly financial statements and analysis and completed reporting to management, bankers, investors. Typically, this involved learning client systems with little or no training.

• System Conversion. Led conversion of antiquated system for $30 million manufacturing company. Collaborated with programmers to customize system to meet client needs. Oversaw training of employees and users.

• Project Acumen. I have led a variety of projects including completion of year-old bank reconciliations for a $100 million municipality, consultation on system design for an airline cargo company, management of stimulus funds to small businesses.


Portable Facilities Holding, Inc. (portfolio company of Prometheus Partners)
CEO/CFO
‎2006-2016

$50 million provider of portable restrooms, temporary fencing, roll-offs, and septic services. This was a consolidation of multiple acquisitions in the San Diego and Charlotte areas.

• Led Due Diligence and integration of acquisitions

• Designed, implemented, and trained employees on standardized MIS system.

• The company was severely impacted by the 2007 recession as revenues construction activity fell 80% within 3 months. As a result, the company went into workout. I was able to reduce costs and keep the company profitable.

• Added new line of business which grew to 15% of total revenue within 18 months with high margins.

• Renegotiated debt agreements and covenants with lenders. Built credibility by achieving budgets and guiding company to successful exit.

 

American Water Investments, Inc. (portfolio company of Prometheus Partners)
President and CFO
‎2002-2006

$30 million provider of water treatment equipment and services. This was a consolidation of four independent companies.

• Mergers and Acquisitions. Led Due Diligence and integration. Consolidated financial reporting and improved profitability by 15% through administrative consolidation and automation.

• IT-Chose and installed new billing and route management software. 

• Negotiated sale- Was able to sell unprofitable branch.

• Exit Strategy-Led effort to sell company to Kline Hawkes at substantial profit.

 

Culligan International (portfolio company of Apollo)
Regional VP
‎1996-2002

Culligan is an international manufacturer and provider of water treatment equipment marketing its products through a network of eight hundred franchisees. After purchaser by Apollo in 1996, the company embarked on an ambitious acquisition campaign, purchasing seventy-five franchises and increasing revenue from $300 million to $1 billion. I was Regional VP of a $50 million region.

• Mergers & Acquisitions. Directly led negotiations, Due Diligence, and integration of four large acquisitions. 

• P&L Responsibility-After acquisition, I was responsible for establishment and achievement of annual operating budgets. My region had the highest EBITDA margin.

• IT Systems-The rapid growth necessitated the need for a new IT system. I was put in charge of this project which included choosing of the supplier, development of the system and eventual roll out nationwide. 

• Organizational Change-Developed “hub and spoke” operational model which reduced overhead costs by 25% and became the basis nationwide.


Stiffel
CFO
‎1991-1996

$30 million privately held manufacturer of high-quality lamps and lighting fixtures.

• Implemented MRP manufacturing system including a complete rewrite of Bills of Material

• Oversaw marketing and Due Diligence efforts to sell company.

• Responsible for budgeting and monthly reporting to owners, investors, banks.

 

Roquette America
CFO
‎1985-1991

$350 million US division of a French company which manufactures sorbitol, high fructose corn syrup and other corn derivatives. I began as CFO of the $90 million sorbitol manufacturing company in Gurnee, IL. In 1989 we purchased the $275 million Hubinger Company in Keokuk, IA from HJ Heinz and I became CFO of the combined entity.

• Led Due Diligence and negotiations for acquisition.
• Established reporting structure to parent company in France.
• Led negotiations with Corn Millers Union to achieve a new agreement on benefit package.
• Represented company to resolve anti-dumping complaint with Department of Commerce.
• Established IT department at acquired company. This included selection and purchase of mainframe computer, hiring of programmers and customization of software.