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Robert Gold

Senior Vice President & Chief Financial Officer

Work experience

Aug 2012Jul 2014

Chief Financial Officer, SVP

Culligan International

Recruited into Culligan following its acquisition by Centerbridge Partners in a debt for equity transaction. Overall responsibility for all financial matters of the company including treasury and financial reporting, debt compliance, taxes and financial planning. 

  • Valued advisor to CEO, COO, Audit Committee and Division Presidents, implementing metrics throughout and driving cost out of the organization. “Lean thinking” focus led to several cost reduction programs. 
  • Financial Team/Organization Development: Built strong, high performing team through Topgraded Controller, hired new Assistant Controller and Director of Tax, and Topgraded Finance Director, North America and Finance Director EMEA. Strengthened Risk Management through creation of a focused department and hiring reducing overall claims exposure. 
  • Cash Flow Improvement: Implemented 13 week cash flow and launched the “War on Working Capital” globally. Identified cash burn areas and developed countermeasures driving improved cash flow in foreign locations. In 2013 realized over $1MM through collection of past due A/R and sale of E&O Inventory.
  • Lender and Investor Relations: Established standard quarterly calls with key Lenders to manage messaging and develop relationships with key investors and stakeholders.
  • Debt Ratings: Prepared and presented to Standard & Poor's and Moody’s to get debt rated. Managed calls to update key stakeholders/investors on debt ratings and outlook.
  • Tax: Identified previously unreported legacy FIN48 tax exposures. Developed a tax strategy to take advantage of 2nd year NOLs to reduce prior year cash tax liability. Developed a global tax strategy for repatriating cash on a tax free or reduced tax basis.
Nov 2006Apr 2012


United Plastics Group
  • Key business objective upon recruitment was to maintain liquidity in a highly leveraged, extremely tight cash flow environment. Led this company through a successful exit for private equity owners.
  • Led sell-side due diligence, quality of earning analysis, working capital adjustment, and tax issues in closing the sale of this private equity owned company.
  • Working with CEO and Vice President of Sales, re-worked entire go-to-market strategy. Migrated customer base away from low margin, problematic automotive industry (50% to 9%) to higher margin, more stable medical device industry (6% to 55%).
  • Developed new quoting model that focused on “value add” to the customer, increasing win rates by over 30% and profit margins by at least 5 percentage points. 
  • Created and executed strategy to sell an unprofitable plant in Monterrey, Mexico saving over $6.5 million in closure costs in advance of the sale of the overall company.
  • Negotiated a waiver and amendment to settle a covenant violation on debt signed prior to my joining UPG, and negotiated three subsequent refinancings bringing in an additional $20MM. Improved available liquidity by $8MM through restructure of revolving credit line collateral, negotiating a re-load of term debt. 
  • Executed an aggressive turnaround/cost cutting initiative resulting in over $6MM in annualized cost reductions following a strategic review of established business.
  • Developed a formal strategy for repatriating over $7MM of foreign cash annually (including $4MM from China) with minimal tax impacts. 
  • Managed the strategic exit of unprofitable business and executed a broad price increase program realizing over $3MM.
  • Negotiated the settlement of outstanding Seller financed debt realizing $1MM of savings.
  • Implemented a credit insurance program to increase the borrowing eligibility of foreign accounts receivable by $1MM and reduced working capital by over $2MM through improved A/R collection process with no write-offs.
Mar 2006Oct 2006

Business Development/M&A Advisor

ECO2 Plastics, Inc.
  • Recruited into this pre-revenue development stage company to lead business development and financing efforts. Led due diligence efforts and presented to, and negotiated with, financing companies.
  • Performed due diligence and led negotiations for the acquisition of two plastic processing plants from Waste Management including the establishment of price/valuation targets and sourcing agreements. 
  • Developed and presented “road show” presentation to raise $4MM convertible debt/equity from PIPEs.
Jun 2002Jul 2004

Director, Manufacturing/Financial Projects

Danaher Corporation

For Danaher’s largest division ($800MM), recommended re-alignment of manufacturing assets in advancement of low-cost-region manufacturing objectives. Analyzed financial impact of multiple low-cost-region manufacturing strategies, including immediate plant relocation versus three-year outsourcing strategy. Forecasted comparative pro forma P/Ls and calculated investment feasibility, payback, EVA and opening balance sheet accounting on all options in consideration of Danaher margin/investment requirements, product portfolio and GAAP restructuring rules.

Chief Financial Officer – Gasboy International LLC 2003 - 2004
Managed the transfer of operations acquired at auction out of bankruptcy. One product line transferred to a “Greenfield” in Zacatecas, MX to be operated as a “Shelter”, two product lines transferred to North Carolina. Full P&L responsibility for $6.7MM integration and relocation budget. Negotiated agreement with Shelter operator for Mexican operations and all major contractors for the plant relocation.

  • Negotiated final purchase price adjustment with Seller. Achieved a 2% reduction in purchase price.
  • Managed all opening balance sheet accounting in accordance with GAAP and Danaher Accounting Policy. 

Chief Financial Officer – Gilbarco Germany – Salzkotten Germany 2002 - 2003
While living in Germany, led integration of Gilbarco German division into Danaher performance measurement and reporting systems. Led development of the three-year strategic and annual profit plan. Developed and initiated plan to reduce costs by outsourcing components and subassemblies to Eastern Europe.

Mar 1991Nov 2000

VP Finance & Administration & CFO

Danaher Corporation
  • Partnered with Marketing and Operations driving improvements in working capital performance and cash to cash cycle.
  • Led high-profile acquisition/joint venture programs to enhance product offering, drive business growth and improve competitive market position. Integrated 3 acquisitions and 1 joint venture enabling customer focused sales efforts across all locations. Eliminated over $400k in annual production material usage variances through root cause analysis.

Financial Manager





Drexel University

Bachelor of Science, Business and Administration

Drexel University