Stephen P. Rolf 18 Bradford Way Voorhees, NJ 08043 856 346 1236 sr1e5154c@westpost.

net To Whom It May Concern: As described in the attached rsum, I have extensive experience in financial and operations management, treasury functions, leading organizational changes, budge ting and strategic planning, corporate restructuring, human resource management, SEC financial reporting and information systems. This experience includes a va riety of internal and external financial reporting responsibilities for both pu blic and private companies as well as hands on experience with operations manage ment, training and development, software conversions, IPO`s, debt refinancing, i nternational operations, acquisitions and divestitures. In addition to traditional financial management roles, I have had operations res ponsibilities, including experience as a Chief Operating Officer, Corporate Safe ty Officer, shipping and warehousing operations and fulfillment department manag ement. I have also been directly responsible for Enterprise Resource Planning ( ERP) computer system selections and implementations, and numerous software and t elecommunication systems conversions. I am interested in obtaining a senior level financial and/or operations manageme nt position with a growing and progressive organization providing opportunity fo r advancement. Sincerely, Stephen P. Rolf

CAREER SUMMARY Financial and operations executive with extensive experience in all reporting an d accounting functions, operations, restructuring and cost reduction, investor a nd public relations, international operations, cash management, banking relation s and treasury functions, computer systems selection and implementation, acquisi tions and divestitures, purchasing, manufacturing cost systems, internal trainin g and staff development. Over 30 years of increasingly responsible positions at both corporate and operational levels in a variety of areas. EXPERIENCE August 2006 to October 2011: Chief Financial Officer (also Chief Operating Offi cer from August 2008 through January 2010), NW Sign Industries, Inc., 360 Crider Avenue, Moorestown, NJ 08057. The company had annual revenue ranged from $40 t o $50 million, four production facilities and employment ranged from 250 to 350. Responsibilities: Managed all accounting functions, banking relationships, cash flow, insurance and risk management, safety program, estimating and purchasing as CFO. Managed three production facilities in a dual role as COO from August 2 008 to January 2010. Selected Accomplishments:

* Led profit improvement initiative that generated cost savings over $1.5 millio n over a three year period. * Led corporate-wide safety program that reduced worker compensation claims to u nder $20,000 from over $300,000, with no lost time accidents in 2009 and one los t time accident in 2010. * Converted traditional fixed-premium insurance coverage to a captive partially self-insured arrangement, which led to cost reductions over $300,000. * Instituted several work simplification measures which allowed accounting resou rces to be redeployed to profit generating activities. * Instituted Sales and Operations Planning process, which greatly improved opera ting efficiencies, reduced inventories and improved customer service. * Refinanced credit facility and restructured company ownership twice within one year. January 2000 to August 2006: Chief Financial Officer and Treasurer, Marlton Tech nologies, Inc. (OTC: PK Symbol MTYG) 2828 Charter Road, Philadelphia, PA 19154. The company had revenue ranging from $70 to $100 million, three production faci lities and went private in 2006. Responsibilities: Change agent to lead the organization to best business practices. Manage staff of 16 (4 direct reports) in accounting, budgeting/forecasting, treasury, informa tion systems, purchasing and warehouse departments. Responsible for all interna l and SEC financial reporting, banking and shareholder relations, risk managemen t, and training. Chairperson of Safety Committee leading accident prevention in itiatives. Member of Executive Committee overseeing major capital expenditures, acquisitions and major business decisions.

Selected Accomplishments: * Led RFP process to renegotiate major purchasing categories, which reduced cost s by over $1 million. * Restructured bank debt with a new $15 million credit facility, which increased debt capacity by $6 million to finance growth. * Led team to upgrade computer software system. * Accident prevention initiatives improved safety performance (no lost time acci dents for over three years), which reduced costs and improved morale. * Negotiated sales tax settlement, renegotiated insurance coverage, changed tele phone service provider, and filed for property tax abatement, which reduced cost s by approximately $500,000. * Initiated a formal Policies and Procedures Manual, including policies for trav el, capital appropriations, hiring, and formal contracts, which improved control s, consistency and decision making. * Organized an internal control (corporate governance) team to comply with the S arbanes-Oxley Act. * Performed several acquisition studies and due diligence projects. * Executed minority interest agreements with international business partners. * Led internal training of non-financial employees for financial metrics and rep orting systems. 1977 to 2000: Hunt Corporation (NYSE Symbol HUN), 2005 Market Street, Philadelph ia, PA 19103. This company had revenue ranging from $85 to $340 million over th e 23 year period, operated in four countries and employed approximately 2,000 pe ople. 1995 to January 2000: Vice President, Controller, Hunt Products Responsibilities: Worked directly with operating management team to provide tim ely, actionable information to enhance decision-making and profitability. Parti cipated in several cross-functional teams, including New Product Development, Cu

stomer Service Improvement, Product Rationalization, and Cost Reduction. Member of an ERP System Steering Committee, which oversaw a company-wide computer syst em conversion. Directly involved with underwriters for an IPO. Responsible for financial reporting for international operations. Selected Accomplishments: * Divested five businesses with annual sales totaling more than $100 million, in nine months, which led to a one-time gain of more than $30 million. This invol ved executing confidentiality agreements with more than 80 parties and negotiati ng formal agreements with prospective buyers. * Led training program for new financial metrics systems for sales and operation s employees. * Led a product rationalization initiative that eliminated more than 4,000 SKUs (60% of previous product range), which greatly simplified and focused ongoing op erations. Selected Accomplishments continued: * Directly involved with a major corporate reorganization, which led to annual s avings of $18 million. * Recognized as the top performer in the company for accomplishments in 1997. * Drafted Prospectus for IPO and worked directly with underwriters for the publi c offering. 1983 to 1994: Vice President, Corporate Controller (position upgraded from Corpo rate Controller to Corporate Officer status in 1991) Responsibilities: Responsible for company-wide internal and SEC financial repor ting. Managed a staff of 43 (6 direct reports). Performed acquisition studies and due diligence. Directly involved with acquisition agreement negotiations and execution. Coordinated annual audit and negotiated fees. Member of several cro ss-functional teams, including Strategic Planning, Customer Service and Quality Improvement teams. Facilitator for a sales and operations planning group, compr ised of top functional managers, which met monthly to review and approve sales f orecasts, production plans and inventory levels. Selected Accomplishments: * Led project to reengineer the closing process, which reduced the closing time to one day at two locations. * Footnote disclosures were published in Trends and Techniques, a -how to- discl osure publication. * Instituted a cycle counting program, which eliminated the need for physical in ventory shutdown and led to cost reduction of approximately $80,000. * Renegotiated a shipping allowance with a major customer, which reduced costs b y approximately $120,000. * Designed an acquisition model that solves for purchase price based on various profitability and cash flow projections at required rates of return. * Reduced corporate accounting staff (1983-1994), despite sales growth from $85 million to more than $300 million, through process improvements and work simplif ication. 1980 to 1983: Division Controller, X-Acto Knife & Tool Co., 45-35 Van Dam Street , Long Island City, NY. This company had revenue of approximately $15 million a nd employed approximately 125 people. Responsibilities: Managed staff of 19 (4 direct reports) in the accounting, credit and collections , information systems, and customer service departments. Responsible for intern al financial reporting, annual budgeting, monthly forecasting of cash flow and p rofitability, and general accounting functions such as accounts payable and payr

oll. Member of the Cost Reduction Team. Prepared capital requests, administere d letters of credit, and managed local banking relationships. Selected Accomplishments: * Performed an in-depth plant relocation study, which resulted in annual cost sa vings of $1.7 million. * Designed and implemented a standard costing and labor measurement system, whic h automated inventory valuation and was instrumental in productivity improvement s of more than 15%. * Eliminated excess and obsolete inventory, which vacated an outside warehouse a nd reduced costs. * Reengineered order processing procedures, which led to same-day shipments to k ey customers. * Instituted an inventory cycle counting program, which greatly improved invento ry record accuracy and eliminated the annual physical inventory production shutd own. 1977 to 1980: Accounting Supervisor (1978-1980), General Accountant (1977-1978), Lit-Ning Products, 7435 Industrial Hwy., Florence, KY 41042 Responsibilities: Supervised staff of three for payroll accounts payable and co sting. Prepared internal financial statements and labor efficiency reports. An alyzed manufacturing variances. Developed overhead rates. Maintained standard cost system. EDUCATION 2006 to present: Attended monthly Vistage meetings involving half day sessions with guest speakers on various business topics and half day sessions with peer f eedback on pertinent business problems. 2010: Obtained training grant from the State of NJ for 480 hours of training on Six Sigma, Lean Manufacturing, 5S`s, Cost of Quality and various other business improvement subjects. 1994 to 2006: Attended various seminars on leadership, JIT, TQM, M&A, ERP, reen gineering, negotiations, public speaking and Sarbanes-Oxley compliance. 1994: MBA, Temple University, concentrating in accounting and finance. (Gradua ted cum laude, GPA 3.92) 1977: BA in accounting,