DAVID A.

HERTZBERG
dha6eb1a@westpost.net
437 Roanoke Road
Home: 908.301.0422
Westfield, NJ 07090
Cell: 908.230.9696
BUSINESS EXECUTIVE - VICE PRESIDENT
Expert in Building New Business, Negotiations, and Talent Management
ROLES INCLUDED:
PRESIDENT OF PRIVATE LABEL APPAREL COMPANY / TRADER
TARGETING INDUSTRIES:
BUSINESS-TO-BUSINESS / CONSULTING / MANUFACTURING / TRADING
Accomplished Innovative Business Leader / Buyer managing an apparel business ast
ute in envisioning and swiftly executing new business practices (contract review
s) and process analyses (business unit consolidations) while representing the ap
parel/sewing industry.
Conceptualize, strategize, and implement Best Business Practices across multiple
operations functions, including Accounts, Staff Development/Training (over 100)
, Talent Management, Operations, and Non-Union Management. Broad-based experienc
e in financial services and capital markets, with expertise in manufacturing and
enterprise asset management. Hands-on leader with track record of success as bo
th Trader and Business Strategist developing measurable financial outcomes for t
he organization.
* Brings Strong P&L Expertise with Doubling Sales*
* Expands National Presence - Business Relationship Protocol and Diplomacy*
* Taking Lead of a Turnaround - Notably Increased Revenues from $1.5M to $3.5M i
n 5 years *

Operations Management Staff Management Changing Market Adaptability

Accounting Principles New Talent Contract Negotiations Compliance Analyst/Direc
tor
Operating Costs / Budget Financial Reporting Regulatory - State/Federal
Licensing & Compliance Risk Analysis / P&L / Forecasting Feasibility Analysis
KEY PROFESSIONAL EXPERIENCE
ROME STREET APPAREL CORPORATION - Newark, NJ 1994 - 2010
High-end private label contractor for apparel-sewing industry with 100 employees
and $3.8M annual gross sales.
After building a career in foreign exchange for a bank with European roots, move
d into leadership role for past 16 years overseeing a private high-end label con
tractor company that sewed apparel for the garment business for both public and
private corporations.
Provide guidance building new business strategies while meeting daily operating
procedure demands with a workforce of over 100. Balance policy and procedure pro
tocol across the factory of workers looking to build relationships with employee
s while adapting business operations for a changing market. Oversee 3 Managers a
cross multiple departments. Perform analysis of current operation departments us
ing tools including: full implementation of staff training and enrichment curri
cula, reorganization/change management processes, and overseeing monthly enrichm
ent programs in alignment with the individual department's mission. Established
relationships with group point persons presenting ideas to create an atmosphere
of camaraderie during various stages of company audits, staff terminations, qual
ity control re-assessments for over 16 years. Made substantial re-investments
that led to increased sales from $1.5M to $3.5M.
PRESIDENT
Advanced after 2 years to President. Build and design business solutions around
management and within staffing needs relevant to serving external and internal c
lients. Select successes include:
* Consolidated Operations - Charged to redirect resources across multiple divisi
ons, from Accounting to Finance. Proposed plan activating key financial resource
s during transition period serving clients' expectations and communication needs
. Alleviated inconsistent product delivery processes and duplication of staffin
g and areas of responsibilities. Established Quality Control measures resulting
in less than .05% returns from customers.

* Serving National Clients - Realized the inefficiencies in the sewing process -

needed to oversee quality control on 'sure measurements' for lot sizes and oper
ations checking every 25 pieces worked on by an Operator. Closed inefficient c
utting room with $135K operating costs causing net loss of $25K annually. Reinve
nted space by leasing it, generating additional $60K yearly.
* Merger of Job Duties - Took on the business, daily duties from 'walking the fa
ctory' to working side-by-side with bagging, packing, cutting threads, and press
. Emphasized quality and consistency while assisting staff to fully understand t
heir roles, creating an 'I Can Do It' workforce.
* Sales Management / Strategy Planning - Acted as Lead Architect, building relat
ionships across retailers, distributors, wholesalers, and sales teams to expand
business from survival mode to thriving mode.
BANCA di ROMA - New York, NY
1993 - 1994
Italian subsidiary of Capitalia SpA offering personal and business banking servi
ces, including deposit products, loans, credit cards services, retirement planni
ng, and investment banking.
Recognized by executive management as key component to the building of Italy's t
op commercial banks. Reported to the Head Trader of Foreign Exchange. Managed a
n annually budget of $1M - making market exchanges for both Interbank and Corpor
ate clients in spot dollar/mark. Over a short eight-month period though the com
pany limited trades to $10M had a monthly P&L of over $62K.
SPOT FOREIGN EXCHANGE - TRADER
Achieved greatest goals set as Trader within an industry responding to the needs
of clients. Inspired immediate staff across other areas to stay focused on corp
orate clients.
* Full P&L - Managed a working monthly budget of $62,500.
* Built Market Reputation - Initiated banking relationships that led to addition
al commitments.
CREDIT SUISSE - New York, NY
1990 - 1993
Leading international financial services provider and integrated bank with 48,00
0+ employees offering private banking, asset management, advisory services, comp
rehensive solutions, and innovative products to companies, institutional clients
and high-net-worth private clients in more than 50 countries.
FOREIGN EXCHANGE - TRADER
Hired as secondary desk trader and entrusted to set standards for and run new ni
ght desk while concurrently maintaining own P&L responsibility and trading limit
. Provided prompt customer service addressing order issues and monitored in-hou
se call orders daily. Actively provided quotes to corporate customers and inter-
bank counterparties. Promoted in just one year to top assistant position on one
of five leading trading desks on Wall Street. Directed all trading functions whe
n necessitated by Manager's absence, overseeing 400+ trades per day in extremely
fast-paced environment.
* Became the secondary trader - During short tenure went from 'night desk' to 'd
ay desk' and became key member of the dollar mark desk, playing an integral part
of the progressive success.
* P&L - Did not hold any unless was created and went to the main trader on the d
esk - had own book on the night desk. Watched orders - traded metals (gold and s
ilver), forward and spot trading.
* Yearly Budget - Exceeded the $1M annual budget that led to the promotion to 'd
ay desk'.

EDUCATION
Bachelor of Science, Business Administration & Finance
Northeastern University, Boston, MA