George Stefadouros

A subsidiary of Pharos Capital Group, LLC - a $1B private equity firm

As CFO of this start up, overall responsibilities for finance, business strategy development, supply chain

optimization, information technology and business administration. Was selected to turnaround a distressed

company’s financial performance, strengthen governance, and achieve audit readiness and reliable reporting

and forecasting. Strong member of sales strategy utilized to advance strategic partner capture and go

to market strategy. Be active member of executive team focused on debt restructure and non dilutive

fundraising. Point of liaison and strong Board of Directors relationships as Acting Secretary of the Board.

Orchestrated a timely exit for optimum return for shareholders and creditors. Overall responsibility of 92

employees

• Profitability – Achieved 50% reduction year over year in losses and tracking to cash flow positive within the business model.
• Identified need for an existing transformation from a “Government Services” business model to a “Product company” structure which provided a 31% reduction in operating expenses.
• Established a cash management strategy and treasury function that resulting in a reduction of Days Sales Outstanding from 104 days to 29 days.
• Identified key strategic partners and presented to the venture capitalists (V.C.) and private equity market as well as to large enterprises identified as strategic fit.
• Secured $16M of investment, of which $8M was non dilutive.
• Responsible for reviewing all government contracts for FAR compliance, A133 and Incurred Cost reporting back to the DCAA
• Developed the IT strategic roadmap underpinning the product lines of the company
• Successfully audited and reviewed current Government Services ERP system (Deltek) for completeness and accuracy. Subsequently, added functionality to Deltek system to allow for full utilization including Commercial Enterprise (non-government accounting) capabilities
• Company is now “audit ready” for an exit strategy – completed tax returns from Year 2000, audited statements through 2009, physical inventory count is now current, individual departmental budgets prepared and monthly and quarterly management reporting is in place

Home and Office Communication Devices, LLC

A subsidiary of Siemens AG - a $60B electronics and electrical engineering company

As CFO of North American Operations, primary responsibilities include finance, supply chain management,

Home and Office Communication Devices, LLC

• Responsible for the successful financial merger of two Siemens sister companies into one new global organization. This included financial database migration, product synergies and architecture of new KPI’s.
• Created financial reporting and control systems that provided information essential to maximizing company performance and efficiency across U.S.A., Canada and Mexico.
• Applied business analytics and technology to enhance company-wide productivity and efficiency, enabling needed information available to internal customers Designed and implemented sales performance tracking, productivity measurement and forecasting tools based on sales cycles, corresponding probabilities and emerging technology trends.
• Implemented a complete Vendor Managed Inventory Model for two largest US based customers.
• Negotiated local 3rd party logistics provider as a kitting center with national distribution channels.
• Point of contact between the business unit and Siemens AG legal counsel, including contract administration for the company.

Co-founder of software company focused on Business Intelligence software

• Identified a market opportunity within the billing systems of cable operators and developed a solution 

  for a fraction of the cost, which was ultimately sold to Comcast

• Solely responsible for sales and marketing of software product.

• Developed sales strategy through an extensive marketing program analysis, prepared marketing 

  material and structured management presentations

• Identified over $4.5 million of savings achievable with Business Intelligence software through analysis 

  of client’s databases, financial data and dashboard report analysis.

A $19B cable conglomerate composed of the assets of TCI and Media One and Prime Cable

Managed sales performance to increase visibility of product sales and channel distribution. Identified sales

channel performance and developed strategies with the marketing group to improve promotional efforts,

increase customer base, and reduce churn. Responsible for forecasting and budgeting while continually

developing new sales/marketing strategies as a bridge between sales and marketing teams.

• Managed 125 sales reps via 18 sales channels, to successfully identify marketing strategies as well as develop accurate product performance, tracking and reporting methods.
• Contributed to targeted and segmented market growth in the region, with significant sales increases in the following categories: Analog television +9%; Digital television +14%; High Speed Data +38%; Digital Phone Service +30% and Call Volumes on Inbound Sales +28%.
• Improved sales analysis and strategic marketing capabilities by defining system parameters and visibility of product performance, including tracking of sales performance throughout all sales channels. This resulting into a higher customer retention as well as in roads into new market segments
• Developed and implemented a statistical product performance system to demonstrate sales performance product and category; conducted pilot for implementation across all 26 company markets.
• Evaluated success of marketing campaigns: Conducted analysis of consumer response levels as well as actual sales and expenses to determine bottom-line profitability per product and category.
• Set up all structure for marketing and related business operations, with responsibility for overseeing marketing analysts’ activity based on expertise in both strategic marketing and financial analysis.
• Reviewed and hired advertising firm to develop strategies for both targeted and segmented marketing according to customer definition and specific product buying trends.

Identified specific projects and then managed all capital funds spent on those projects for three categories

in construction totaling $150M; including supervision of capital funds spent for six business units totaling

$100M

• Managed new build, rebuild, and upgrade efforts, which includes adherence to AT&T's quality standards for modern cable networking systems encompassing Internet, telephony and video services.
• In charge of capital funds spent for six business units totaling $100 million Treasury function authority up to $50M
• Initiated auditing program which recovered $2.4 million.
• Developed an EVA process within Oracle to crosscheck and monitor capital expenditures against accomplished construction milestones.
• Cut lead-time from 2 weeks to 48-hours as a result of increased system efficiency.
• Provided sound recommendations for reduction in capital expenditures, which will influence future profit and loss.
• Authority to sign off on all capital appropriation up to a $150 million portfolio

• Oversaw cable system center, including problem solving with operational issues, team building and consultation to managers for reduction of cost/labor, control of capital and cash flow.
• Created a $250 million operating budget for the Chicago Region as team member.
• Responsible for ensuring that spending is under budget and meets all requirements.
• Reviewed and analyzed profit and loss, financial status and reports for trends and variances.
• Reviewed and analyzed all accounts payable reports, ensure proper itemizing and accountability of all payables.