Paul A Halas Jr., VA, CMC
Experience & Background Vitae

Halas & Associates Charlotte, NC	Founder/Owner, 1978. Formed as Management Consulting Firm with concentration in profit improvement and marketing planning. Extensive client assignments nationally. After numerous requests re "Business Value," decision made to research business valuation market and "in place" methodologies. Established the Halas Business Valuation System (HBVS) in 1985; national market entry 1986, system copyrighted 1989. Developed Authorized Associate Program for national distribution. Thousands of business valuation clients nationally and offshore. A client list for this business valuation company is available.
Scandura, Inc. Charlotte, NC	Director of Marketing, 1972. Manufacturer of Industrial Belting. Primary responsibility for converting "direct clients" to stocking distributors. Established more than 60 stocking distributors in US & Canada. Division grew from $½mm to $10mm sales at 58% product line profit. Responsibility included monthly management meetings to analyze and improve Balance Sheet, P&L and cash flow.
Vacudyne Corp. Chicago, Heights, IL	Director of Marketing. Pressure/Vacuum System Manufacturer. Builder of closed-loop systems (altitude simulation chambers, industrial gas sterilizers, freeze drying systems, etc.). Reorganized sales, marketing, pricing & distribution policy. Responsible for significant growth in marketing of hi-tech, complex product line.
Park Products Eng. Company, Inc.	President/Shareholder. Manufacturer of industrial Stroboscopes. Total re-design of product line, Market research and subsequent market launch. Established national distribution through sales reps and stocking distributors. Extensive penetration of Grain-Feed, Grain Terminal, Graphic Arts and Industrial Markets.
Published Articles	• Various Articles Re Business Valuation Through The Present • Cashing In Your Business? Atlanta Sml. Bus. Monthly - 1993 • Selling Out? Acquisition - 1990 • Positioning Your Business To Sell Insights - 1989 • Business Buyers Look For "Real" Profits Insights - 1989 • Managing Salespeople Counselor - 1984 • Selecting Best Belting Grain Age - 1976 • Sublimation 1970 - American Society of Chemical Engineers • PAH Career Biography Published in Marquis Directories: Who's Who in America Who's Who in Finance & Industry Who's Who in The World Who's Who in the South and Southwest
Memberships	• Institute of Business Appraisers, Plantation, FL • Institute of Management Consultants, Washington, DC Four Year Program - CMC Certified • National Center for Employee Ownership, Oakland, CA • Better Business Bureau, Charlotte, NC
Education	• N-Western University, Evanston, IL; Economics Marketing.

---

Paul A. Halas, Jr., Owner/Founder

Expanded Biography

The early background of Mr. Halas finds an individual who was born and raised in Chicago, Illinois, later having completed undergraduate studies at Northernwestern University, with an emphasis concentrated on Economics and Marketing.

In his overall employment history, three firms stand out significantly, having provided Mr. Halas with excellent "one on one" experience in working with, learning from and negotiating with business owners, general managers and CEOs; as well as gaining direct experience with the analysis and implications of Balance Sheets, P&L and Cash Flow Statements, the universal yardsticks by which corporate health and performance are measured.

Early in his career, he became president and half owner of Park Products Engineering Co., Inc., located Tinley Park, IL, a Chicago Suburb. Their products were electronic stroboscopic instruments which were used as inspection safety devices in the operation of grain elevators and feed mills. Here he re- searched the infrastructure and demographics of the feed grain market, arranged for the product line field testing and then planned the initial market introduction, which included programs of press releases and advertising. He developed companion products, which were later added to the line. Mr. Halas wrote and published numerous articles over a period of some five years which detailed the stroboscopic concept, technology, use and benefits. One of his articles earned an award from "Grain Age," one of the leading industry publications. Over his five year plus tenure here, facility owners and managers of major grain terminals and smaller country elevators and feed mills as well, were frequently involved with product application, use and justification, throughout the US and off shore. After successfully opening another market application, in the Graphic Arts Industry by applying the strobe concept to high speed web presses, Mr. Halas sold his interest and moved on to be challenged by another assignment.

He accepted the position of Contract Manager and National Marketing Director at Vacudyne Corporation, Chicago Heights, IL. The Firm was a mechanical contractor, which specialized in the engineering, design and construction of closed loop pressure/vacuum systems, used for the most part in several of the process industries. In his dual responsibility, he was able to attract major clients within the pharmaceutical and electric power generating industries into the firm's client base. The discipline here required meticulous examination and interpretation of contract conditions and clauses with great attention paid to fine print and detail, plus client communication of status reports, time lines and application real time calibration and feed back. During the years of tenure here, his responsibility for managing new markets and client relationships resulted in significant improvements in revenues and the company's bottom line results.

In a final connection in the private sector during the early 70's, Mr. Halas began a six year tenure as marketing director with Scandura, Inc., Charlotte, NC, a manufacturer of industrial belting products. Their products were used in various material handling applications, i.e. those which used belting for bulk conveyors and bucket elevators. One of the firm's target markets was the feed-grain industry, which took advantage of his extensive prior experience. In this assignment, Mr. Halas was responsible for the introduction of the firm's newest concept in belting design and construction. His marketing plan was put into place and called for the recruiting and assigning of more than 60 stocking distributors across the US. As a corporate executive, he was a member of a special management committee which met monthly to analyze, modify and strengthen the firm's balance sheet and income statements. This consistent examination of financial statements became invaluable to the firm and it's control of manufacturing, marketing and financial resources. Through the national sales and distribution success of the firm's products, Scandura experienced an explosive growth in market share, revenue and profitability. At that time the company was one of twenty divisions of a holding entity called BBA Group, British Belting and Asbestos, with home offices and other facilities in the UK. During Mr. Halas' tenure, Scandura achieved the highest ranking of all BBA divisions in measures of growth and financial performance. Mr. Halas concluded his tenure here and in July of 1978 established the management consulting firm of Halas & Associates.

Under the banner of Halas & Associates, Mr. Halas utilized his prior corporate experience and quickly established consulting relationships with several firms in the Chicago area. His client base was later broadened to the Southeast and ultimately throughout the US. He joined two consulting associations. Adam Consultants, a management consulting group in Chicago and also the Institute of Management Consultants (IMC) in Washington DC. To ensure his professional competence, he entered the IMC certification program. IMC certification required a host of qualifications; a strict code of ethics, high standards of professional competence and detailed reports on five (5) completed consulting assignments. He was awarded the IMC designation "Certified Management Consultant" (CMC) in October of 1984 and is a continuing member of the IMC being currently active in NC chapter functions, maintaining a seat on the Board of Directors in the IMC Carolinas Chapter.

After some five years of consulting assignment activity, Mr. Halas observed that most owners of small businesses, while having expertise in their niche, were generally not familiar with the basic elements of business worth or the fair market value which applied to their own firm. Working exclusively with business owners and CEOs, he had often received requests for recommendations and guidance when issues involving business values surfaced, when certain owners considered options for divesting all or a portion of their business. Sensing a possible market need, Mr. Halas embarked upon an industry search of the existing methodology for determining business valuation, and began assembling a library of resources and information for the "state of the valuation art." He also learned of a professor at The University of North Carolina at Charlotte (UNCC), Mr. Charles Withers, who taught business management courses, including business valuation. Professor Withers ultimately became an advocate of Mr. Halas and their friendship continues through the present.

After more than two years of research, a determination was made that the business valuation market had a definite place for a valuation service that would be under pinned by a solid line management background and the "practical" perspective this would bring to owners and would-be owners of businesses. After completing beta testing for accuracy and relevance, and designing a final report and document package which would be comprehensive and yet easy to understand, the business activity of Halas & Associates was changed in mid 1985, to concentrate solely on the business of business valuation/appraisal, and the complete range of services which this specialty requires. Thus, the Halas Business Valuation System (HBVS) was established and launched.

Mr. Halas also joined the Institute of Business Appraisers (IBA), Plantation, FL, and when asked, describes himself as a "practical" business valuation analyst. This term referring to the business valuation/appraisal process as viewed from the present and/or future owner's perspective. And why is this important? Over a period of some 40 years, he has had the good fortune to meet and know literally thousands of business owners and/or entrepreneurs. And these experiences with business owners and their respective perceptions, values and culture have proved invaluable in his on going work in the arena of business valuations. And if there is an ethereal lesson Mr. Halas has learned concerning business owners it is their fundamental life priorities; i.e., their faith, their family and their business. And in that order!!

And since 1985, with thousands of valuations now completed, evidence by dozens of client testimonial letters, the Halas Business Valuation System has endured and become more and more viable as a critically important business tool. ***

An added quote from a friend . . . .

Forb Phillips, of Grand Lake, OK, is a financial consultant who occasionally refers clients to the HBVS system. In a recent conversation he may have said it best . . . "The HBVS system produces good numbers. They work for the client to give him or her what their business is really worth in the real world. And that makes for a very happy client!"

What more can be said.

---

What's Behind the "CMC"?

The Mark of Excellence

When selecting a management consultant executives are well advised to seek individuals who meet the profession's standards of competence and ethic. The CMC designation is a valuable aid in this quest. Certification by the Institute of Management Consultants is the mark of excellence among management consulting professional.

Certification

When you see the initials "CMC" following a consultant's name, it means that he or she is a Certified Management Consultant and has met the strict certification requirements of the Institute of Management Consultants. The Institute was founded in 1968 by the principal associations in the consulting field to establish publicly recognized standards of competence and professional conduct for the individual management consultant Candidates for Institute certification undergo a thorough investigation of their consulting experience; they are interviewed by a panel of senior consultants to verify their competence; and they must pass a written examination evidencing their knowledge of the Institute's Code of Ethics.

A Code of Ethics

CMC's Pledge in writing to abide by the Institute's Code of Ethics. Their adherence to the Code Signifies voluntary assumption of self-discipline above and beyond the requirements of law. Key provisions of the Code require that the CMC's:

• Safeguard confidential information
• Render impartial, independent advise
• Accept only those clients engagements they are qualified to perform
• Agree with the client in advance on the basis for professional charges
• Develop realistic and practical solutions to client problems

The Institute enforces the Code by receiving the investigating complaints of violations and by taking disciplinary action, including revocation of certification against any member who is found guilty of a Code violation.

Standards of Competence

Every step leading to the CMC designation has been designed to verify the candidate's professional competence:

• A certified Management Consultant must have has at least three years of experience in the full-time practice of management consulting, with major responsibility for client projects during at least one of those years.
  
  
• The CMC has to provide multiple reference s most of them officers or executive of clients served. These references have been investigated to assure that the consulting relationships met the clients' objectives.
  
  
• The CMC has had to provide written summaries of client assignment (disguised to protect client identity).
  
  
• The CMC has had to pass a qualifying interview by senior CMCs, demonstrating professional competence and currency in areas of specialization, application of experience, and understanding of the management consulting process.