MICHAEL UNNERSTALL 1648 S. De Gaulle Way Aurora, CO 80018 H: 720-532-0833 C: 916-928-0379 mlunnerstall@sbcglobal.

net CONTROLLER / DIRECTOR OF ACCOUNTING I developed corporate budgets, managed risk, dramatically reduced operational co sts and implemented accounting systems for top manufacturing and retail companie s Anheuser-Busch and CVS Pharmacy. My broad-based financial experience includes analysis, training, and complete accounting and financial responsibility. A hands-on leader, I communicated key financial information quickly across all d epartments to ensure responsible fiscal stewardship. I effectively garnered supp ort from management and staff level employees to improve front and back office e fficiencies, empowering all areas of the organization to positively impact P&L. My skills include: * Instituting stringent financial control systems to improve liquidity, includin g a JV in Japan * Analyzing expenditures and developing processes to streamline operations * Improving profitability with strategic decision making and strong direction * Optimizing accounting systems to reduce risk * Planning and directing staff development and policy administration My BA in Accounting is from Rutgers University, with continued professional deve lopment through a variety of classes and seminars. Described as a dynamic, visio nary leader, I am able to synthesize diverse ideas, and am known for my problemsolving abilities and my strong technical skills. CORE COMPETENCIES Budget Forecasting * Budget Planning * Expense Control * General Ledger * SOX & Internal Controls * Process Improvement * Inventory Control & Reporting * Accoun ts Receivable * P&L * Accounts Payable * Training & Development PROFESSIONAL EXPERIENCE LSG Sky Chefs, Denver, CO (2010 - 2011) One of the world`s largest food caterers to the airline industry. Finance Manager/Controller (2010 - 2011) Spur improvement in profitability by tracking and analyzing sales and profitabil ity at the Denver CSC. Provide weekly Flash Forecast for the $100M annual operat ion. Reduce operating costs through Lean Manufacturing practices. * Facilitated the reduction of overall headcount in excess of 10%. * Improved forecasting and reporting tools to increase accuracy in weekly result s and manpower reporting. CVS Pharmacy, Sacramento, CA (2006 - 2010) One of the nation`s largest retail pharmaceutical chains with more than 280,000 employees and annual sales of $92B. CVS acquired the Longs Drug Store Chain in 2 008. Longs had more than 500 stores on the West Coast and Hawaii at the time of its acquisition. Finance Manager (2006 -2010) Spur improvement in profitability by tracking and analyzing sales and profitabil ity of the Mail Order operations. Provide weekly Flash Reports on results for th e $100M annual operation. Manage customer A/R with an average monthly cash flow of $500K. * Reduced A/R from $500K/month, and 160 days outstanding to $80K and 45 days out standing in the face of a doubling of sales. Issued and strictly enforced a cred

it policy that dramatically strengthened credit controls. * Improved the identification of drugs selling at a loss. Enhanced the weekly fl ash report to provide more details while enabling the growth of business sub-seg ments. * Boosted margin from approx. 4% to > 15% by improving inventory valuation and c osting. Identified systems issues creating major discrepancies in inventory valu ation and COGS. Developed an Excel program to correct the valuation issues. Anheuser-Busch Companies (now AB InBev), St. Louis, MO (1979-2006) The number 1 brewer in the world with annual sales of $35B Manager, Administration & Controller Pacific International Rice, Woodland, CA (w holly owned by AB) (2002 -2006) Served as a key member of the local management leadership team tasked with estab lishing, implementing, and enforcing policies and procedures geared toward impro ving the productivity, efficiency, and profitability of the organization. Direct ed the efforts of 10 professionals in the Accounting and Administrative departm ents providing accounting and administrative functions including budgeting, A/R, A/P, payroll, costing, G/L, and variance analysis. * Improved the Dept. efficiency as well as production and customer service deliv ery while cutting headcount by 30%. * Improved budget preparation and forecasting for operating expenses to fall wit hin a +/- 2% of actual results. * Abbreviated A/R days outstanding 50% from more than 60 days to less than 30 da ys. Program Director - HR Training & Development (1999 - 2001) Spearheaded the training of over 700 Field Sales personnel through the delivery of finance and accounting related courses. Directed the efforts of 3 training co nsultants tasked with all training delivery. * Dramatically improved the availability and delivery of training by converting stand-up training to an e-learning environment. Cut training time by 80%. * Provided the sales organization with the tools needed to work closer and more effectively with wholesalers. Facilitated targeted financial training that focus ed on improving wholesaler profitability. Senior Director of Finance, Administration & Logistics, Tokyo, Japan (1997 - 199 9) Guided the efforts of 4 managers with down-line authority for 30 professionals i n the finance, accounting, administrative, and logistics departments of Budweise r Japan Company, LTD, a JV with Kirin Brewery. Stewarded an operating expense b udget of $40M funding a $350M operation. * Improved budgeting accuracy to +/- 2% of actual operating expenses from +/- 10 %. * Cut annual operating expenses by more than $1M. Developed and implemented the policies and procedures that enabled this achievement. * Saved another $15M in operating expenses. Developed and led the restructuring of the JV to lower operating expenses from $55M to $40M. * Improved product availability while eliminating 75% of finished product losses . Developed Excel spreadsheets and procedures that enabled the JV to dramaticall y reduce losses caused by product shortages. Cut losses from more than $2M to le ss than $500K a year. Director of Finance & Administration, Denver Wholesale Operation, Denver, CO (19 87-1996) Guided the efforts of 15 professionals in the Accounting, Payroll, HR, and IT de partments of a $90M operation. Closely managed a budget of $15M. * Improved budgeting accuracy to +/- 1% of actual operating expenses from +/- 10 %. * Enhanced profitability by making all employees responsible for the P&L. Presen ted monthly training on components of the P&L.

* Produced a Cash Flow Return on Gross Investment in excess of 21% vs. the avera ge of 11% for the other ten company owned wholesalers. Personally trained the sa les department to effectively concentrate on high-margin products. Director of Finance & Administration, Golden Eagle Dist., Tulsa, OK (1984-1987) Guided the efforts of 6 professionals in the Accounting, Payroll, HR, and IT dep artments of a $50M operation. Closely managed a budget of $8M. Sr. Internal Auditor, St. Louis, MO (1979-1984) In-charge auditor on several internal audits of ABI divisions/locations, verifyi ng adherence to internal controls and ascertaining accuracy of financial records . KPMG, CPA`s, St. Louis, MO (1977-1979) Team Leader on financial and operational audits of banking, hospital, government al, and manufacturing clients, resulting in recommendations for improved process es and audit opinions.