BRIAN SHANGROW CPA, CGA

Ancaster, ON L9G 1L4

(905) 802-4545
bshangrow@msn.com

PROFESSIONAL PROFILE: Former owner of one of the largest calibration companies in Canada, with several
years progressive accounting and financial management experience in the service, engineering, and
manufacturing environments, supported by a CPA, CGA designation. Treasurer, and on Board of Directors of
Not-for-Profit organizations Faustina Hockey Club Inc., and Faustina Sports Club Inc., since 2005. Used to
influencing and executing strategic direction and managing at the senior levels. Key strengths include:

 Consultative General Manager  Forward Thinking Decision Maker

 Market Aware Strategic Planner  Senior Level Communicator
 Adaptable Team Player  Internal Control / Budgeting / Controller / Treasury
 High level of integrity and ethics  “Big picture” perspective but detailed and hands-on

SELECTED ACHIEVEMENTS

 Former owner of Cal-Matrix Metrology Inc., a market leader in Metrology/Calibration services. Successfully
turned this operation from being a money loser to a company that produced EBITDA of 25% of sales in less
than 3 years.

 Designed and implemented a comprehensive budget, forecast, and reporting package which established
consistency across all businesses, increased accuracy, and provided a better measure of financial
performance. This allowed management to readily identify potential business risks and opportunities,
strengthened internal control, reduced errors and omissions, and made it easier to monitor actual results
compared to budget

 Designed and implemented comprehensive Company internal procedure manuals. Consulted with the
appropriate functional staff to better understand key processes, and to document the most effective way to
do things. This generated cost savings and strengthened the internal control of the organization.

 Involved in several mergers and acquisitions on both sides of the table, as well as integration of the same.

 Unbundled and wound up a division of ALSTOM Canada consisting of twelve separate businesses to
resolve a confusing corporate structure. Streamlined the organization by transferring core business activities
to other divisions, and by selling the non-core business activities to third parties. Reduced annual costs by
$1M, improved market perception, and increased customers/employee understanding and communication.

 Performed the integration and due diligence of an acquisition in U.S.A., taking up US residence for the
duration, to facilitate the development of trust and understanding. Implemented a smooth transition,
preserved key knowledge, maintained our competitive advantage, gaining “human resources goodwill”.

 Selected and implemented a new ERP system, in less than four months, concurrent with a company wide
reorganization, while facing several other obstacles and challenges. Lead, organized, and managed the
team in an effective way, drawing on the strengths of each individual. The result was improved process
efficiencies, with timely, better detailed, management information.
BRIAN SHANGROW

CAREER HISTORY

NDT Products Ltd., St. Catharine’s, Ontario (Non-Destructive Testing)

Consultant (to owner) 2015

Consulting role to improve internal reporting, develop a budget, and improve operational activities.

Cal-Matrix Metrology Inc, Burlington, Ontario – (Calibration)

Consultant (to new owners) 2013 to 2014

 Consulting role for a one-year period to help the new owners through the transition and integration.

Cal-Matrix Metrology Inc., Burlington, Ontario (formerly Staveley Services Canada Inc Metrology
Division) – (Calibration)
President (part-owner) 2010 to 2013
 Achieved 40% sales growth with 100% of this growth falling directly to the bottom line.
 Hands on leader of all Accounting and Finance, Administrative, Health & Safety, Human Resource, Legal,
and Insurance requirements.

Staveley Services Canada Inc., Burlington, Ontario - (Testing and Inspection)

Controller, Finance and Administration 2002 to 2010

 Senior financial professional for Canadian operations with annual revenues of $10M and 75 employees.
 Built out the Controllership function and Financial Reporting function in Canada.
 Hands on leader controlling and monitoring all accounting and financial aspects of the business.
 Coordinated and managed all Administrative, Occupational Health & Safety, and Human Resource
requirements for all departments.
 Played a key strategic role with the COO on the development and implementation of the Canadian
Operations Business and Growth Plan.
 Reported performance results and communicated regularly with the Canadian based COO and USA based
CFO. Actively involved in the eventual divestiture of each of the 4 divisions.

ALSTOM Canada Inc., Mississauga, Ontario - (Power Generation, T & D, Rail Transportation)

Finance Director, Sales & Service, Americas 2000 to 2002

 Senior financial professional and second in command for the Protection & Control business with annual
revenues of $60M and 150 employees.
 Controlled and monitored all accounting and financial aspects of the business through management
supervision of Unit controllers spread throughout North and South America.
 Prepared the annual budget, three-year plan, and rolling forecasts for the Americas region, and ensured
integrity of all information. Coordinated and oversaw the preparation of local budgets and plans.
 Reported performance results and communicated regularly with the VP Sales & Service, Americas, to
facilitate the achievement of objectives. Problem solved as necessary.

Director Finance & Administration, Sales Network division 1993 to 2000

 Hands on financial leader and second in command for this division that consisted of twelve separate
businesses. Average annual revenues were $75M with 130 employees.
 Lead, trained, developed, and managed staff in the performance of all accounting functions, from the
budgeting stage through reporting, to preparation of financial statements.
 Analyzed and assessed the financial viability of all businesses on an on-going basis. Ensured potential risks
were adequately covered. Proposed the divestiture or wind-up of businesses not strategically aligned.
 Prepared workable action plans for smooth implementation of strategic plans.
 Prepared and submitted extensive monthly reporting packages that included quantitative and qualitative
analyses to the senior level executive management.
 Supervised the Information Systems/Information Technology management, Human Resources
management, as well as Purchasing and Customs & Traffic management.
 Coordinated claims, litigation’s, and potential litigation’s, with appropriate legal counsel.
BRIAN SHANGROW

PROFESSIONAL CERTIFICATION

CPA, CGA 1987

COMPUTER PROFICIENCY

Microsoft Office Visibility

Epicor – Financial Suite Quick Books