CFO Studio Magazine - Curt Allen, CFO, Subaru

A t commercial printer Control Group in Norwood, NJ, Jim Imburgia, vice president of operations, knew there was a problem with a certain account. The business was prestigious, bringing in $2 or $3 million in sales regularly, but the jobs were problematic, leading to press shutdowns and lost production time. “I couldn’t get ownership to look at that,” Imburgia says. “They just saw the magnitude of the account.” So he walked next door to CFO Rob Paglieri’s office, asking him to look into the numbers. Paglieri’s analysis proved the case. “Then,” says Imburgia, “it became an easier discussion to have with ownership and say, ‘We need to walk away.’ I couldn’t have that conversation without [Paglieri’s detailed analysis].” At Unionwear, a manufacturer of baseball hats and sewn bags in Newark, NJ, CEO Mitch Cahn brought in a consultant for the implementation of a new MRP (Material Requirements Planning) system. The consultant’s project: to develop the procedures to collect accurate data so the company can start keeping a perpetual inventory of raw THE CFO-OPERATIONS RELATIONSHIP INTERACTING WITH THE CFO THERE’S A GROWING ROLE FOR CFOS TO HELP IMPROVE OPERATIONS, BEYOND WATCHING QUARTERLY SPENDING AND REVENUE TARGETS 1st QUARTER 2015 WWW.CFOSTUDIO.COM 17