John Hamerski (Jack)

6224 Coverty Place, Vero Beach, FL 32966

Tel: 772-562-6419 • Mobile: 561-523-1054 • E-Mail: jackhamerski@comcast.net

Chief Financial Officer or General Manager

High-Growth, Start-Up & Turnaround Business Environments – Domestic & International Markets

Excellent Business Acumen – Strategic Planning, P&L Performance, Mergers, Acquisitions, Divestitures
Operations Management & Transformation, Investor Relations, Board & Analyst Communications, Cross-
Functional Team Leadership, Business Process Improvement, Total Quality Leadership, Lean Manufacturing.

Finance Skills – US & IFRS GAAP Accounting, IPO Process, Private Placement, Financial Due Diligence,
SEC Reporting, Corporate Budgeting & Forecasting, Financial Best Practices, Cash & Credit Management,
Sarbanes-Oxley Compliance, Corporate Rehabilitation & Renewal.

Expected Results – (1) Be responsible for all operational, financial and capital aspects of the company,
working closely with the senior management team in implementing the vision and strategic roadmap.
(2) Provide a system of financial planning and reporting to continually inform the executive team of business
performance, key issues and trends to capitalize on business opportunities,
(3) Provide strategic financial input on evaluation of potential alliances, acquisitions, mergers, and investments.
(4) Motivate employees and build a strong performance-oriented culture

Summary of Positions, Responsibilities and Accomplishments:

Hilb Rogal & Hobbs, Glen Allen, VA (Insurance Broker) – 2006 to present
Vice President – Corporate Controller HRH

Responsible for financial leadership and management direction on strategic and tactical levels, including all
accounting, tax, budgeting, communications with Board of Directors, Sarbanes-Oxley compliance, SEC
reporting, M&A Activities, Purchasing, Real Estate and Capital Expenditures. Managed corporate staff
of 26, comprised of 6 direct reports plus 20 corporate support staff, and strong dotted line to 7 Regional
VP of Finance including their respective operational site controllers.

• Grew revenue from $500 million to over $800 million delivering in excess of $100 million in annual
cash earnings through a series of acquisitions and internal growth initiatives.
Completed due diligence and successfully integrated 20 domestic and global acquisitions.
Prepared the company for sale, completed the $2.1 billion transaction and worked through the integration of the
merged entities.

Inyx Inc., Miami, FL (Pharmaceutical Manufacturing) – 2004 to 2005

Chief Financial Officer Inyx Inc. and Chief Operating Officer Inyx USA
Responsible for financial integrity, leadership and direction in the financial management of the company, on
strategic and tactical levels, including all accounting, budgeting, communications with Board of
Directors, Sarbanes-Oxley compliance, SEC reporting, treasury, and approval of capital expenditures.
Managed staff of 23, comprised of 6 direct reports and 15 indirect.

• Completed acquisitions in Puerto Rico and in the United Kingdom.

• Refinanced $15 million of debt and established $80 million line of credit with new lender.
• Implemented disciplined cost controls throughout the organization and turned around one operation
losing $12 million annually to generating $1 million EBITDA.
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Access Worldwide Communications Inc., Boca Raton, FL (Telemarketing & Medical Education
Services)
Executive Vice President and Chief Financial Officer (1999-2004)
Responsible for financial integrity, leadership and direction in the financial management of the company, on
strategic and tactical levels, including all accounting, budgeting, communications with Board of
Directors, Sarbanes-Oxley compliance, SEC reporting, treasury, and approval of capital expenditures.
Managed staff of 20, comprised of 4 direct reports and 16 indirect. Assumed CFO role and acting COO
after company defaulted on its credit facility.

• Implemented financial strategies for recovery of company in threat of bankruptcy.

• Implemented disciplined cost controls throughout the organization, reducing overall debt from over
$50 million in 1999 to less than $5 million in 2004, avoiding bankruptcy.
• Divested a division for $33 million ($16 million gain) and turned around two operations losing $1-$2
million annually to generating $3-$4 million EBITDA.
• Refinanced debt and established $10 million line of credit with new lender.
• Raised additional $2.1 million through private placement.

Senior Vice President-Financial Planning and Analysis (1997-1999)

Managed all aspects of FP&A including corporate budgeting, strategic planning, and treasury. Brought a
disciplined approach to business planning, problem solving, and developing effective operating policies
and procedures.

• Provided the planning and leadership necessary for successful Initial Public Offering.
• IPO Achieved $48 million in funds and 4 million shares, plus a $65 million bank credit facility.
• Led initial deal valuation and financial due diligence resulting in acquisition of three companies,
including post-merger integration, successfully creating strategic interdependence and
organizational synergy from combined operations.

Cadmus Communications Corporation, Richmond, VA (Printing, Publishing & Marketing)

Vice President CFO/COO, Cadmus Interactive and Cadmus Catalogs, Atlanta, GA (1995-1997)
Responsible for building a strong operating infrastructure within an entrepreneurial environment, overseeing all
operational and financial activities. Managed a team of internet software development specialists and
a full scope catalog production facility.

Founded and Grew $800,000 business with 7 employees in 1994 to $12 million with 80 employees -1996,
generating 20% EBITDA.
Actively participated in the formulation and implementation of long and short-term strategic plans and objectives
to increase market penetration and profitability.

Director Financial Planning/Analysis, Cadmus Communications Corp. (1993-1995)

Provided leadership for the development of a long-term corporate financial strategy, directing the corporate
budgeting and capital planning functions with a particular focus on improving the balance sheet and
cash flow. Developed operating policies and procedures and established an effective investor relations
process. Prepared and delivered presentations to Corporate Staff and Board of Directors.

General Electric Company (Consumer and Industrial Manufacturing)

Manager of Internal Auditing and Productivity Programs, GE Appliances (1992-1993)
Provided leadership and direction to staff of 9 internal/external auditors, performing worldwide audits and
internal control assessments of $5.6 billion division. Through review of prior audit reports and
discussions with management and the independent auditor, assessed audit risk and
financial/operational exposures of operations being examined, and tailored the audit program
accordingly. Administered capital expenditures and productivity projects. Prepared presentations to
Corporate Staff and Board of Directors.
 • Lead financial team that performed due diligence on several manufacturers in China, evaluating
potential joint venture partnerships in Appliance, Lighting and Medical Systems manufacturing.

John Hamerski (Jack) Page 3 of 3

Senior Financial Analyst – FP&A, GE Appliances (1990-1992)

Responsible for accurate and timely financial reporting and analysis of results for $5.6 billion division on a global
basis, as well as project analysis. Oversaw $120 million annual capital budgets with additional $150
million in related expenses. Acted as liaison to corporate accounting during monthly, quarterly and
annual close. Produced and presented critical financial information to corporate staff and Board of
Directors.

• Achieved overall productivity gains of 3%-5% each year.

• Facilitated over 30 Business Process Analysis initiatives with GE Appliances, Aircraft Engines, and
Medical Systems which drove operational and financial improvements resulting in over $200 million
savings in first year, post implementation.
Served as principal liaison between 12 manufacturing sites and headquarters implementing best practices
across all manufacturing sites, standardized product cost process, operational measurements and
reporting packages.

Plant Controller, GE Appliances (1988-1990)

Managed all financial accounting and operational support for refrigerator and range manufacturing plants,
including cash management, general accounting, financial planning, financial reporting, financial
analysis, and inventory control for both plant operations. Managed team of 7 financial analysts and
FMP trainees.

Early Career: Various Financial positions, GE Transportation Systems, Erie, PA

Education: BS – Business Administration, Alliance College, Cambridge Springs, PA

Professional Development: General Electric Company Management Training

Financial Management Program (FMP)
Manufacturing Management Program (MMP)
Marketing Management Program
Manager Development Course (MDC)
Advanced Financial Management Course (AFMC)

Recent Seminars: Numerous events on Sarbanes-Oxley Act of 2002

CFO Rising Conferences
Audit Committee Requirements
Risk Management – Board of Directors responsibilities
Tax Officers Summit
International Financial Reporting Standards (IFRS)