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Smart - Efficient - Proficient - Experienced - Diversified - Hands on - Executive

"The Problem Solver"

If there are problems to be solved/eliminated or if things are not working as planned (budget/time line) I usually get "called in" to clean up.

Skills and Areas of expertise:


Trilingual - fluent in English, German, French, also some Italian

Lived/worked in parts of Europe, Africa, Hong Kong and Bangkok


Traditional Corporate Finance (US GAAP) national & international

Managerial Accounting - including cost accounting/cost allocation and opportunity evaluation

Foreign currency exchange & trading/hedging and Foreign Banking & finance practices

Sarbanes-Oxley compliance - 302, 404 Readiness, Scoping, Project Management, Cycle documentation

Auditing - Internal, Financial & System auditing

Develop and Analyze financial models, forecasting, budgeting, variance analysis, NPV

Budgeting - Department budgets or Full scale annual budget model


Managing Staff - Direct reports and entire Department

Proven leadership & interpersonal skills

Proven strategic & organizational skills

National & International Management experience

Project Management experience

Business Process analysis & reengineering

Customer and vendor relationship development & management

Contract negotiations, finalization and administration


Excellent knowledge of manufacturing environments

MRP - full cycle 

Establishing Synergies between Manufacturing, Technology and Business Processes

Information Technology:

Excellent business wide process knowledge

SAP R/3 4.6, SAP BW, SAP Business One - full implementation across different locations/countries

IT operations and ERP systems

PowerOLAP, PowerAnalystics Consolidation/Reporting

Work experience

Jul 2008Present

Management Consulting for CEO & Board

Company Confidential

Lead Management Consulting services including improving client efficiencies and cost cutting initiatives.

  • Efficiency improvements: Analyze department reporting/staffing/compensation structure and optimize staffing level/compensation structure resulting in $500k savings.
  • Align department and individual Key Performance Indicators (KPI) with overall company goals. Remove contradicting performance goals – add quality as a KPI to Customer Service opposed to just turn around time resulting in process time savings in Purchasing of $250k annually.
  • Analyze and improve process flow in Purchasing and Customer Service (reduction in process steps) resulting in roughly $400k annual savings while maintaining ISO compliant processes and certification.
  • Analyze and improve IT processes and support of Purchasing, Customer Service and Sales Department. Automation/expansion of processes such as adding more effective search terms used by XXX’s Microsoft Dynamics ERP system resulting in efficiency improvements of approx. $500k.
Mar 2006Jun 2008

VP & Chief Information Officer (CIO)

CPG International

Manufacturer of highly engineered building products ($350 million Company)

Subsidiaries: AZEK, Scranton Products

Brands: AZEK, Procell, Celtec, Santana Products, Comtec Industries, Capital Partitions,

Products: Trimboard, Decking, Moulding, Rail, Bathroom partitions, Lockers

  • Position company for potential public offering and associated SOX compliance (Company started filing with the SEC during 2006). Convert previously family owned business into a company with public company structure and operations.
  • Very strong operational presence across all other departments/areas of the company to ensure company wide transition into new structure.
  • Manage and strategically develop the company's Information and Technology in line with the business unit goals. Oversight of company’s entire Information technology - Approx. 350 users, 5 geographically distributed locations, numerous data centers.
  • Assess new and existing available technologies and products and how they would improve the company’s ability to do business/perform or improve profitability.
  • Business process improvements and information sharing improvement throughout the organization to improve effectiveness in line with company values and mission. Utilize existing functionality or newly implemented functionality to execute controls required for compliance and reliability of financial reporting (SOX).

CPG - IT Specific Accomplishments:

  • Implemented SAP B1 in all functional areas of the company in very short time. Entire company is running on SAP Business One within 7 months.
  • Implemented SAP subsequently at all acquired companies and locations
  • Introduced Outlook Web Access and Outlook Mobile Access for WM5/6 devices (Smartphones)
  • Updated entire hardware system infrastructure
  • Implemented PowerOLAP for segment consolidation and financial reporting. Monthly closing down to 5-6 business days compared to about 22 prior.
  • Implemented Gelco Expense Management solution
  • Implemented CISCO VOIP based phone system for 300 users
  • Implemented Altiris software suite
  • Absorbed 3 acquisitions (Santana Products $35 million, Procell Decking $54 million and Composatron (Canada) roughly $30 million) with different systems while implementation was ongoing.
  • Established dark/dedicated fiber-optic network between the 4 main geographic locations utilizing DWDM Multiplexing
  • Moved entire company Headquarter to new location.
  • Introduced true helpdesk with 24/7 availability utilizing the full Altiris package.

Manager/Project Director Internal Audit/Sarbanes Oxley

AC Lordi Consulting


CPG International ($350 million Company)

Animas Corporation ($75 million Company)

Exide Technologies (3 billion Company)

Constar (3 billion Company)

  • Cross-Sold SAP Package to CPG International - contract for products and services with a volume of over $2 million.
  • CPG International paid Lordi Consulting a buyout fee to release A.Ludwig out of contract to become CIO at CPG International.
  • Client scoping based on determined materiality threshold and detailed P&L and Balance sheet Account analysis.(Global individual location analysis, for very large companies resulting in about 175 locations in 90 different countries)
  • Cycle and Sub-process analysis for approach optimization. Final cycle documentation review
  • Assist or develop cycle documentation for generally considered "more difficult cycles" such as Inventory. Risk based approach and application of customized risk library.
  • Scheduling of cycle preparation and project milestones as well as client updates on hours to date compared to budget and estimates to complete.
  • Review client billing including travel and other project associates costs.
  • Utilization of Sarbanes-Oxley software packages such as Paisley's "Focus" - customization for client and loading of existing documentation.

Client Europe: VWR International ($3 Bil. Company)

  • Project Manager for Sarbanes-Oxley 404 readiness project in Belgium and Germany.
  • Plan and conduct package workshops with process owners to gather information necessary for documentation and analysis.
  • Identify existing severe control gaps for reporting to VWR and immediate remedy after workshops.
  • Oversee and quality control project documenter's process and control documentation created on information from the workshops.
  • Verify accuracy and completeness of packages for management sign off considering all aspects of SOX standards such as COSO completeness.



Masters in Business Administration (MBA)

La Salle University - School of Business Administration