James Weinberg

Washington Crossing, Pennsylvania 18977

Mobile Telephone: (215) 432-0100 | E-mail: devonshire0082@gmail.com
LinkedIn: https://www.linkedin.com/in/jamesjweinberg
EXECUTIVE PROFILE
Forward thinking and accomplished financial executive with extensive operating experience. Innovative and
skilled problem solver with a passion to optimize performance and strengthen financial position. Demonstrated
ability to build profitable growth and enhance shareholder value through operating initiatives and focused
strategic transactions. Extensive experience with distressed situations and start-up organizations.
CPA / MBA (Kellogg) with experience in:
. Financial Planning & Analysis
. Capital & Strategic Planning
. Tax Strategy & Compliance

. Budgeting & Forecasting

. Financial Reporting
. Raising Capital

. Treasury Strategy & Operations

. Acquisitions & Divestitures
. Capital Structure Analysis

Deep experience in public accounting, consulting and various industries, including technology, automotive (GM),
consumer (Campbell Soup Co.), financial services (MBNA America Bank) and retail (Lord & Taylor).
PROFESSIONAL EXPERIENCE
Prism Microwave, Inc.
Dallas, TX; Helsinki, Finland & Suzhou, China
Chief Financial Officer and Corporate Secretary
2014 Present
Leading developer of radio frequency filtering products used to manage and process wireless communications
across the globe; innovative product technology distinguished by small size, low weight and proven reliability.
Led global financial activities and directed strategic initiatives amidst challenging operating environment.
Formulated and implemented restructuring initiatives required to stabilize financial position and fund
product development; raised $4 MM of additional capital; developed and executed an orderly exit plan.
Supervised preparation of monthly consolidated financial statements in conformity with U.S. GAAP.
Positioned the Company for sale to a strategic buyer.
Currently dissolving and liquidating legal entities in the United States, Finland, China and Hong Kong.
American Cash Exchange, Inc.
Pennington, NJ & Mexico City, Mexico
Chief Financial Officer
2013 2014
Start-up cross-border cash transfer company with proprietary operating platform and frictionless transaction
model seeking to establish presence and market position in cash remittances from the U.S. to Mexico.
Built and implemented financial infrastructure, including establishment of policies and procedures, set-up
of multi-currency general ledger, and implementation of financial controls over customer transactions.
Prepared business plan and financial forecast to quantify resources necessary to scale the business.
Negotiated operating agreements with U.S. and Mexican financial institutions.
Attracted $9.2 MM of new equity capital to fund essential strategic initiatives.
Emerging Global Advisors, LLC
New York, NY
Chief Financial Officer
2012 2013
Start-up asset management firm specializing in emerging markets investing; EGA investment funds enable
investors to gain more targeted exposure to emerging markets through sector and thematic investing.
Linked vision and strategy with financial forecast; raised additional $6 MM of capital to fund growth.
Led all financial planning, reporting and analytical activities and initiatives.
Developed operating forecast and budgeting process to enhance insight into projected performance.
BBK Ltd.
New York, NY & Detroit, MI
Director
2008 2012
International consulting / business advisory firm; BBK worked with distressed and underperforming companies
to improve liquidity, strengthen performance and restructure operations and raise capital.
Led client assignments designed to identify, evaluate and address financial and operating issues, leverage
opportunities, establish exit strategies and monetize value from underperforming operations and assets.
Drove crisis management initiatives required to stabilize and resolve acute financial distress.
Forged consensus among lenders, vendors, customers and attorneys.
Worked with stakeholders to attract $25 MM of new capital to fund restructuring and growth initiatives.

PROFESSIONAL EXPERIENCE, continued

Lord & Taylor LLC
New York, NY
Vice President & Treasurer
2006 2008
Full-service apparel and home furnishings retailer with 47 full-line department stores; annual revenue of $1.5Bn.
Led treasury, financial planning and analysis, and financial operations functions.
Developed detailed financial planning and cash forecasting tools to map the potential trajectory
of the business and determine funding requirements for operations and capital initiatives.
Worked cross-functionally to enhance coordination between finance, merchandising and operations.
MBNA America Bank / Bank of America Card Services
Wilmington, DE
Senior Vice President
1997 2006
Independent credit card lender with $125 billion loan portfolio and 20 million customers in 4 countries.
Director, US Credit Card Pricing Strategies Group, January 2003 June 2006
Built business case and operationalized credit card re-pricing initiatives.
Established and operationalized customer-level profitability metrics and revenue enhancement strategies
Educated customer service staff to use customer metrics when evaluating requests
for finance charge reversals, fee waivers and other customer accommodations.
Implemented internal control and compliance framework to conform to requirements of Sarbanes-Oxley
(SOX) legislation; presented control and compliance program to federal bank regulators.
Director, Product Development/Web Initiatives Group, May 2002 December 2002
Led transformation of MBNAs internet presence and on-line marketing strategy.
Director, Corporate and Strategic Planning, December 2001 April 2002
Directed annual review of MBNAs product portfolio designed to recalibrate resource allocation and
determine future investment within the U.S. credit card, consumer finance and retail deposit portfolios.
Director, Treasury Credit Analysis and Administration, October 2000 November 2001
Restructured and strengthened internal control structure and underlying policies and procedures to reduce
risk through more effective reporting, review and testing of high exposure processes and transactions.
Department Manager, Corporate and Strategic Planning, January 1999 September 2000
Enhanced rigor, sophistication and granularity of the budgeting process to correlate with behavior
of expense drivers and emphasize relationship between revenue and expense.
Department Manager, Business Profitability & Strategy, September 1997 December 1998
Analyzed, structured and negotiated strategic partnerships with affinity groups.
Drove restructuring of co-branded credit card program with L.L. Bean, reducing MBNAs
annual program cost by $30MM with minimal impact to customer service and retention.
Campbell Soup Company
Camden, NJ
Director, Corporate Development
1996 1997
International manufacturer and marketer of soups, baked goods and meal enhancement products.
Coordinated all aspects of acquisition and divestiture transactions driven by strategic realignment.
Organized and led $1 billion acquisition initiative for American Home Foods.
Structured $1.2 billion spin-off of frozen food (Swanson) and condiments (Vlasic) businesses.
General Motors Corporation
New York, NY & Detroit, MI
International manufacturer and marketer of passenger cars and trucks.
Manager, Private Market Investments, GM Pension Staff
1994 1996
Analyzed investment opportunities and monitored performance of $2 billion private equity portfolio.
Senior Financial Analyst, GM Treasury Staff
1989 1994
Directed numerous time-sensitive corporate finance initiatives critical to GMs operational and financial
restructuring, including divestitures, joint ventures and strategic partnerships.
1984 1987
1982 1984

Price Waterhouse Coopers LLP Boston, MA

Arthur Andersen & Co. Boston, MA
EDUCATION
JL Kellogg Graduate School of Management, Northwestern University
MBA. Deans List. Concentration in finance.
Carroll School of Management, Boston College Chestnut Hill, MA
BS, magna cum laude. Concentration in accounting.

Evanston, IL

1989
1982
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SIGNIFICANT ACCOMPLISHMENTS
Drove financial and operational restructuring of Prism Microwave, Inc., a distressed global wireless
infrastructure company operating within a very challenging and competitive operating environment:
Reallocated research and development investment and engineering resources to focus on products
demonstrating the highest likelihood of customer acceptance and greatest commercial potential.
Closed under-performing and unprofitable U.S. operations; transitioned critical product development
and engineering activities and resources to European affiliate, eliminating $3 MM annual cash burn.
Managed constrained global liquidity position to ensure funding for operational and strategic priorities.
Raised $4 MM additional capital through Series C convertible debt and distressed debt offerings.
Result: Restructuring actions provided time and resources needed to avoid looming insolvency,
enable orderly sale to a strategic buyer and delivery of $6.6 MM of value to stakeholders.
Established financial infrastructure and analytical tools to drive performance allocate constrained
resources within American Cash Exchange, Inc., a start-up international cash transfer business:
Built vision and plan to scale the business; developed compelling narrative for prospective investors.
Result: Raised $9.2 MM of new equity to finance the business through anticipated breakeven earnings.
Steered regional brewing company through liquidity crisis and search for new investors:
Negotiated with revolving lender to provide $0.5 MM over formula advance, increasing liquidity.
Identified and implemented initiatives with supply chain and customers to strengthen working capital.
Renegotiated distribution agreements to accelerate customer payments and contract production
agreement to extend payment terms; negotiated with vendors to obtain additional trade credit.
Result: Restructuring initiatives provided $1 MM of incremental liquidity, which was used to finance
new promotional initiatives, increasing revenue by 10%. Enhanced operating efficiency, potential of
existing brands and strength of distribution channels attracted $8 MM of new capital to the business.
Established standalone Treasury and Financial Planning & Analysis functions at Lord &Taylor
following divestiture from Federated Department Stores:
Organized and staffed Treasury function to manage working capital and trade finance, and build
strategic partnerships with lenders, factoring firms and investors.
Organized and built Financial Planning & Analysis function to provide actionable business insight
and quantifiable opportunities through disciplined management of key performance indicators.
Revamped financial planning and budgeting process resulted in 33% reduction in the time
required to complete and syndicate the annual operating plan.
Result: 3.5% reduction in operating costs, working capital initiatives and lender flexibility provided
liquidity necessary to work through recessionary business conditions commencing 4Q 2007.
Structured and negotiated sale of the Lord & Taylor credit card portfolio for $173 MM:
Transaction represented a 7.5% premium to book value, significantly above prevailing market multiples.
In conjunction with the sale, structured and negotiated 7-year program agreement with GE Capital
with a projected revenue stream of $88 MM, substantially higher than the existing earnings stream.
Coordinated implementation of the new credit card program among eight operating areas and 47 stores.
New program was operational four weeks ahead of scheduled implementation.
Result: Penetration and sales volume far exceeded first year objectives by 10% and 5%, respectively.
Drove strategic performance enhancement initiatives at MBNA America Bank:
Identified, analyzed and syndicated cost containment initiatives to address earnings pressure.
Engineered reallocation of resources within customer facing functions with minimal impact
to service levels and customer satisfaction.
Result: Achieved annualized savings of $200 MM from an annual operating budget of $3.5 billion.
Designed and implemented customer-level return objectives used to develop and align revenue and
pricing strategies across the US Credit Card business.
Established and operationalized customer-level performance and profitability metrics, such as
risked-based APR, purchase and cash advance volume, and operating expense allocation.
Result: 2005 credit card re-pricing programs impacted 3.5 million active customers and $15 billion
of outstanding loans, generating $300 MM of incremental finance charge revenue.
Result: Strategies resulted in $20 MM reduction to fee waiver run rate during the first year and
an incremental $20 MM during the second year.
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