Jacob Pilling - Chief Financial Officer, ZAVTEK

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Work Background

ZAVTEK (formerly Critical Power Solutions, Inc. and EDI Power Services, Inc.)Chief Financial Officer

Apr. 2022

Coast Pavement ServicesVP Finance and Information

Apr. 2017 - Apr. 2022Tigard, ORServing as an executive focused on developing, implementing and managing 3-5 year strategic plans supported by annual budgets, forecasts, and actual reconciliation. Working together with other company executives, division leaders and front-line workers to manage known, and anticipate novel, risks to the company and business lines. I also work with company ownership in evaluating and engaging acquisition and other growth opportunities. I focus most directly on the financial strength and agility of the company. From restructuring debt financing to cash flow management. We manage the company in line with the Great Game of Business model which shares financial information- especially forward-looking statements- with the entire company. We do this to help focus everyone on their line of sight from what they do to the bottom line of the company- and provide a stake in the outcome. This model requires of me constant management of our forecasting and budgeting for our five business lines and the company as a whole. This business model has returned great dividends to the company and its employees. Reach out if you want to know more about the model or are interested in selling a complimentary business.

HomeStreet BankVP Branch Manager

Aug. 2013 - Mar. 2017Tigard, OregonWorking with all sizes of companies, from startups to multi-million dollar enterprises I have seen success in understanding their business and industry and in being an effective tool for them in the obtainment of financing. This understanding is not just through the analysis of their financial statements, but understanding their goals, aspirations, and challenges. While business development was one of my main focuses, overseeing the banking operations within my branch and how it supported and worked with many other business line partners, we achieved a pattern of success in approaching all goals. This meant always having a multi‐faceted strategy to engage and activate the community and network throughout. Key Accomplishments: Significantly increased a balanced portfolio of deposits- driving significant business deposit growth. Awarded 2016 Tigard Chamber of Commerce Business of the Year resulting from contributions to the community through direct involvement and providing quality offerings. 2016 President’s Club

PaudraPresident

Nov. 2011 - Aug. 2013Formed and directed all operations of a private company to provide business and financial consultation to clients. Successfully matched clients to financing partners based on their industry and the bank's strategic goals. Focused on metric‐driven analysis to develop and manage action and growth plans. Developed internal controls and processes to grow the business, including budgeting and procuring financing for the planned growth. Key Accomplishments: Served in the role of CFO for a primary client developing a financing plan, financial policy and procedures to facilitate the expansion of the company. Provided general book keeping, accounting and invoicing, including QuickBooks cleanup and maintenance and worked with an outside CPA to support the company. Developed and negotiated contract agreements with customers Successfully obtained financing options for the client.

Sterling Savings BankArea Manager

Sep. 2004 - Jun. 2011Missoula, MtHired as a teller in the fall of 2004, I quickly advanced to the Commercial Banking Side and with a great mentor learned the skills of efficient financial analysis and commercial lending. After a bank acquisition, I was promoted in February of 2007 to be a branch manager of a newly acquired branch, pre-conversion. Worked within the community to ensure a smooth transition to the new bank and in a time when most of the acquired branches lost deposits, we grew our deposits through empowering staff members to grow with the bank, strategic community involvement and astute retention planning. In 2008 I was asked to take over two branches in Missoula, Montana. As we navigated through the financial crisis we were able to increase the performance of both branches in this time. One had historically underperformed and it reached all of its production and budget goals within a year and half. The other increased performance and started to consistently rank in the top ten of the bank in campaigns and performance.