Objective and Goals

A Chief Financial Officer position in a team oriented environment which utilizes my strong finance background and proven analytical, problem solving and communication skills.

John K. Sanders CV


3/07 – present


JKS Business Consulting, Chicago, Illinois.

Consultant performing engagements for companies in transition, primarily as interim CFO.  Projects have included engagements from private equity firms that specialize in distressed, troubled and orphaned product lines.
Representative assignments have included:

Bristol Compressors International, Inc. As initial CFO, created a stand-alone company for the assets and product line of a $250 million compressor manufacturing business that was previously part of a publically traded company

Global Brass and Copper (the former Olin Metals): Interim CFO of $2.2 billion brass casting and forming operation.

Lang Holdings (now Perfect Timing, Inc): Interim CFO from the date of Chapter 11 filing to recapitalization and emergence.

Bar Louie: Interim CFO of a chain of 36 restaurant/bar locations during acquisition by
Sun Capital.

Delphi automotive wheel bearings: Led the carve out of $250 million manufacturing company into existing portfolio company. 

Waterford Wedgwood Royal Doulton: Led the transition services of $400 million business into stand alone portfolio company.


9/02 – 2/07



Corporate Revitalization Partners, Chicago, Illinois.

Interim finance professional working in crisis and interim management situations. Projects included interim CFO roles, negotiating financing transactions, managing vendor relations, safeguarding and liquidating assets in out-of-court liquidations, preparing Chapter 7 & 11 financial schedules. Member of the Turnaround Management Association and designated as a Certified Turnaround Professional (CTP).

Chief Financial Officer

12/98 – 9/02

Tenex Corporation, Elk Grove Village, Illinois.

Responsible for all Financial, Accounting, Information Systems and Human Resources functions. Staff of 4 direct reports and total department of 26 in this manufacturing company of more than $140 million in revenue and more than 450 employees. Multiple manufacturing and warehousing facilities support global sales effort with sales offices in North America, the United Kingdom, France and Germany. Distribution centers are located in the United States, Canada and Holland. Implemented staff reductions and cost savings initiatives which reduced corporate overhead in excess of  $4 million. Focused on customer profitability and internal operating efficiencies, culminating with sale of three major product lines and substantial transformation of company down to $10 million revenue. Transformation involved debt work out, offering memorandum, due diligence and contract negotiation. Additional work included co-ordinating IT transition services and all human resource matters.

Director of Finance

7/96 – 12/98

Tenex Corporation, Elk Grove Village, Illinois.

Managed development of financial and strategic direction and new product financial feasibility analysis at this $120 million manufacturer and marketer of molded and extruded plastic desk accessories, chair mats and storage systems. Developed and implemented internal financial communication tools concerning profit sharing scorecard and improved communication of corporate financial performance by division. Developed and implemented financing strategy which included negotiating off balance sheet leasing and managing banking relationships for $27 million line of credit. Served as senior staff advisor coordinating legal, financial and human resource issues.

Product Group Financial Controller

12/94 –7/96

Zenith Data Systems, Buffalo Grove, Illinois.

Co-ordinated all finance activities of worldwide product strategy and development group.  Business unit's 4 major product lines developed new PC products and managed life cycles to achieve worldwide personal computer $1.4 billion revenue plan. To support substantial turnaround activity, developed and monitored competitive benchmarking activity to achieve best-in-class R&D spending. Coordinated project ROI analysis for new and mid-life product enhancements. Competitive vendor analysis provided to evaluate supplier relationships.  Developed and managed $28.8 million operating expense plan to support product development efforts in the US and Far East. Served as financial liaison to communicate annual incentive plan targets and measurement criteria. Product pricing, margin review and inventory analysis were performed in addition to royalty and tooling tracking.  Reported to CFO with strong support to Executive Vice-President of World Wide Product Group.

Manager, Financial Planning & Analysis

4/93 – 12/94

Developed and maintained worldwide product line and sales channel reporting for 4 major product groups and 6 major channels of distribution. Project aligned reporting to corporate strategy of product line management. Interface extensively with line of business management to analyze and develop allocation methodologies to accurately generate forecast and budget P&L's. Supervised staff of 3 in generating and communicating financial forecasts to wide range of corporate users including CEO and French parent corporation.

OEM Business Manager

2/92 – 4/93

In addition to coordinating contract negotiation and development, provided risk assessment to executive management. Coordinated OEM Business team activity within corporation for financial and business activities resulting from implementation of three contracts which totaled $100 million in revenue with an OEM customer/parent company investor. Negotiation process required consensus of US, European and Far Eastern manufacturing and administrative entities. Reporting to the VP of Business Alliances, facilitated team of in-house and outside counsel and parent company oversight. As business manager, monitored P&L for accuracy and profitability. Kept President and CFO appraised of negotiation status and contract execution culminating in the delivery of 65,000 notebook computers. 

Manager, Strategic Planning

8/90 – 2/92

Reporting to the Executive VP Operations Planning, major projects have included oversight of due diligence process and management presentations during divestiture of $40 million (sales) division, negotiation of a settlement with an OEM customer regarding claims of excessive product failure, and provided analytical support to VP Purchasing during negotiation for vendor covered warranty terms. Position builds upon strong knowledge of the organization, the ability to communicate with all levels of management and a strong ability to achieve project resolution.

Manager, Financial Planning & Control

8/88 – 8/90

Zenith Electronics, Video Display Components, Glenview, Illinois.

Coordinated development of the operating budget, including consolidation of inputs from engineering, administration, sales and marketing cost centers, as well as the Taiwan manufacturing center for this $200 million (sales) operating group. Staff of 3 analysts helped to prepare monthly forecast P & L's, review capital expenditures, analyze sales proposals and monitor operating expenses of the business unit. Additional responsibilities included participating on the OEM Component Sales compensation committee and monthly calculation of sales commissions.

Supervisor, Manufacturing Cost Analysis

3/88 – 8/88

Zenith Data Systems, St. Joseph, Michigan.

Supervised staff of 4 analysts in gathering and analyzing manufacturing cost data for major govern-ment bids and commercial proposals. Hired and trained 3 analysts. Implemented a cost database and developed a method for analyzing associated fixed manufacturing costs on a per unit basis.

Supervisor, Profit Analysis

3/87 – 3/88

Consolidated and presented monthly forecast review package for this $1.4 billion (sales) business unit. Major responsibilities included ensuring that actual accounting data combined with forecast financial data fully reflected all known information. Submitted monthly information to Zenith corporate profit planning and responded to questions from senior financial management. Supervised staff of 3.

Presentation Analyst

7/86 – 3/87

Initial position in Profit Analysis with same primary responsibilities of above position. However, as division grew from $550 million in sales in 1986 to over $1 billion in 1987, staff positions were added and degree of responsibility increased.


Summer 1985

American Airlines/Sky Chefs, Arlington, Texas.

Internship position. Performed financial data research to develop revenue and cost projection data for new location capital expenditure proposals and site analysis.

Production Supervisor

7/82 – 7/84

American Airlines/Sky Chefs, Dallas/Ft. Worth Airport, Texas.

Hired, trained and supervised hourly union personnel in the production of airline meals and aircraft catering operations at this American Airline hub in Dallas/Ft. Worth.



M.S. Management - Finance: Purdue University, 1986

B.S.:  Purdue University, 1982