Peter Biere

Peter Biere


Broad Strategic, Financial and General Management background as GM, Interim CEO, CFO, Treasurer and Controller for public and private companies in a wide range of industries and lifecycle stages. Strong focus on building value for each company and its shareholders, and defining paths to profitability, longevity or exit strategy where appropriate. • General Management. Seasoned strategic and tactical leader experienced in repositioning, building staff, capital structuring and cash flow improvement. Skilled in gaining respect of existing management and winning confidence of employees and outside stakeholders in tenuous situations. • Corporate Development & Strategy. Rapidly assessed operations, product offerings and cost structures and made effective changes to address business requirements and redirect for financial growth. Raised over $67 million in private and public financing. Steered M&A through due diligence, negotiations, shareholder approval and integration. • Lifecycle Diversity. Start-up: Established infrastructure from the ground up, raising $12 million in angel funding for a technology start-up. High Growth: Enabled exponential growth from $70 million to $500 million annually in 6 years including IPO. Transitioning: CFO/GM through merger of two technology companies. Turnaround: Took a privately-owned food manufacturer from $25,000 per month in losses to profitability in less than a year and laid the groundwork for sustainable growth as Interim CEO and CFO. • Financial Acumen. Built sound accounting/finance functions from the ground up. In-depth knowledge of controls and procedures to ensure SEC and SOX compliance. Managed treasury activities, including cash management, banking and optimization of financing structures. Led corporate forecasting and budget processes and financial integration of acquired companies. CPA with a strong accounting foundation acquired through 10 years of accounting management experience with a Fortune 500 company.

Work History

Work History
Jul 2004 - Apr 2009

CFO and GM/Bothell

GigOptix, Inc
Formed by merger of Lumera Corp. and GigOptix LLC in Dec. 2008; GigOptix, Inc. is a publicly-held provider of electronic engines for the optically connected digital world (GGOX.OB); Lumera develops polymer-based electro-optic modulators for use in military, government and commercial applications; $15 million/year in sales. Joined at Lumera’s 2004 IPO. Held full responsibility for corporate finance, controllership, treasury and cash management, IT, facilities and procurement activities for Lumera. Became acting GM after departure of CEO in 2007. Co-defined path forward to maximize shareholder value, restructured company to focus on core business and cut costs. Championed and led successful merger between Lumera and GigOptix LLC. Post merger, added responsibility for P&L and overall operations management of the Bothell facility to CFO duties. • Initiated discussions, sponsored and negotiated merger of equals with GigOptix. ― Managed Lumera during 9-month merger process, restructuring in preparation for merger integration. ― Shuttered and sold Plexera Biosciences (subsidiary), reduced headcount 35% in Bothell and cut $2.5 million or 25% from annualized continuing operating expenses. ― Raised $3 million in very tough financial markets to meet merger cash requirements. ― Revenue growth and cost savings from GigOptix/Bothell contributed to record results in first quarter following Lumera/GigOptix merger. • Championed strategy, defined roadmap and led spin-out of business units into stand-alone entities for non-core technologies. Raised $20 million to fund development. • Following IPO, built team, systems and controls to meet public reporting requirements from the first quarter as a NASDAQ listed public company. Established internal controls for Sarbanes-Oxley compliance; passed first year integrated audit with no noted weaknesses.
Jul 2007 - Feb 2009


Plexera Biosciences
A subsidiary of Lumera Corporation, Plexera was created to hold the bioscience tools business developed at Lumera. Operations ceased in March 2008, asset sale completed in February 2009.
Aug 2004 - Dec 2008

Chief Financial Officer

Lumera Corporation
Lumera merged with GigOptix in 2008.
Sep 2003 - Jul 2004

Interim CEO/CFO

Entree's Inc (Banzai Sushi)
Hired by owner to develop and execute a turnaround strategy to reverse cash losses, reduce debt and return this privately-held company to profitability. Managed day-to-day finance and accounting functions while installing financial systems and controls. Analyzed product profitability and manufacturing and administrative cost structures and made the necessary changes to dramatically reduce overhead costs and improve profits. Instituted daily cash management, sales management and profitability metrics/tools. • Turned company around from a $25,000 per month loss to cash profitability within one year. Restructured external debt while paying down majority of employee and vendor aged liabilities. Identified and eliminated unprofitable products and customers, reduced staff, restructured leases, and renegotiated payment terms with lenders. Plans remain in effect and company continues to make progress. • Negotiated with IRS to forestall forced bankruptcy; established payment plans with IRS and State taxing authorities. • Discovered customer payment errors resulting in over $70,000 in cash recovery.
Jul 1999 - Jan 2002

Chief Financial Officer

Built finance, accounting and administration functions from the ground up for this angel-funded start-up. Raised $12 million in angel funding. Authored business plans and worked with team to establish operations and service delivery processes and infrastructure. Managed company’s ethical wind-down prior to the sale of assets in 2002. • Quickly built and implemented systems, teams and processes in preparation for a fast commercial launch. After 15 months, when follow-on financing was unavailable, implemented drastic cost reductions, staying on 8 months without pay to minimize creditor/shareholder losses and prepare for sale of assets.
May 1993 - Jun 1999

Senior VP and CFO
Advanced within one year to CFO responsible for strategic planning, finance, accounting and administration. Managed a staff of 90 through 3 direct reports. Implemented systems to manage cash resources under very tight cash constraints. Created plan for controlled growth and profitability based on in-depth understanding of overall operations, including relationships between product offerings, procurement cycles, sales cycles, delivery, customer experience and profitability. Raised capital to enable profitable growth and marshaled resources to shift toward business model that would scale and sustain. Steered successful IPO to raise additional capital/currency and create liquidity. Implemented $50 million in asset-backed financing programs and a $30 million equity line of credit. • Provided the financial leadership and installed the necessary financial infrastructure and controls to support rapid revenue growth from $70 million in 1993 to $500 million in 1999. • Raised $32 million in private and public equity. Steered successful IPO in 1996. Team generated $350 million in shareholder value. • Participated in development and successful execution of acquisition and licensing strategies, laying the groundwork for 7 European subsidiaries and 20+ licensees worldwide.
Jul 1989 - Oct 1992

Director, Financial Reporting

Plum Creek
Built the Treasury and Financial Reporting functions for this newly public Company (1989) following it's spinout from Burlington Resources.
Jul 1982 - Jun 1989

Various Accounting Positions

El Paso Company
Increasingly responsible experience beginning with PROBE (program for ongoing business education) following graduate school. Promoted through the accounting ranks to Manager of Financial Reporting prior to transferring to sister company Plum Creek Timber Company. Experience included consolidations, SEC reporting, Debt restructuring and systems installation.


1980 - 1982


University of Iowa
1974 - 1980


University of Iowa