Mr. Kim B. Erickson

Employers & Positions

Minneapolis, Minnesota

February 2007 - March 2010

President & Chief Executive Officer

2008 - 2010



Consultant - Full Time


  • A waste-to-energy process manufacturer with $85 million in revenues and 170 employees (Union Shop) with two processing facilities, four transfer stations and six compost sites. Annually process 740 thousand tons of waste into a fuel source used by power plants to generate sufficient electricity to power 55 thousand homes. Work under a public/private partnership with county governments in procuring waste. Responsible for the Company’s financial success, business development and public image.

  • Recruited by a $2.6 billion investment group that bought the Company’s operating assets three months prior to my arrival. Hired as a Consultant and shortly thereafter made President. Initial directive was to drive operational efficiencies at the Union processing plants. Role quickly grew to include building a management team to support operations, and taking ownership of the P&L and market development. Other significant events during my tenure include a five month collective bargaining negotiation and the sale of two of the three business units. The remaining facility has stable, long-term waste and fuels supply contracts. With the operational efficiency initiatives firmly in place and the collective bargaining agreements signed, the investors believe that the team in place prior to my arrival is now well positioned to profitably run the remaining facility.

Minneapolis, Minnesota

May 2003 - February 2007

Chief Operating Officer

2004 - 2007

Vice President of Operations

2003 - 2004

Consultant / Interim Chief Financial Officer - Full-Time


  • A retail packaging manufacturer/printer with $25 million in revenues and two manufacturing facilities. Customers are based in North America, Latin America and Europe. Responsibilities included manufacturing, sales & marketing, purchasing, information technology, logistics, quoting, finance, accounting and human resources. Twelve direct reports with responsibility for 80 of the 100 employees.

  • Recruited by a private equity group which had an equity interest in the Company (a turnaround), and subsequently hired by the Company’s founder. Initial objective was to re-establish reporting credibility with the Board of Directors and debt holders. Subsequently, focused on improving cash flow, reducing operating costs, increasing manufacturing productivity (without impacting its exceptional product quality or service levels), and building a new sales team to market its premier product lines.

  • The private equity group's agreement with QAL was for a period of five years, which came to term in the Fall of 2006. I was aware of this situation when I joined the Company in May of 2003 but accepted the assignment because of the personal growth opportunities it presented to me. I left after the recapitalization and transition were completed.


January 2002 – April 2003

  • Conducted market analyses (needs assessment, market sizing, market opportunity, competitive assessment), and marketing & channel strategies.

  • Sabbatical. From January to August 2002, took advantage of my time off after liquidating Midwest Systems to reconnect with my family. Conducted some networking during this period to assess job market conditions & opportunities.

Minneapolis, Minnesota

April 1998 – December 2001

Vice President of Operations and Chief Financial Officer

2000 - 2001

Chief Financial Officer & Vice President, Finance

1998 - 2000

  • A consulting, implementation & integration firm specializing in enterprise-level network, network security and storage solutions, with $50 million in revenues and two facilities. Responsibilities included logistics, information technology, finance, accounting, and human resources. Four direct reports with responsibility for 15 of the 65 employees.

  • The Company was transitioning to a new business model during the last eighteen months of my tenure; converting from a centralized information systems reseller & integrator to a decentralized consulting, implementation and integration firm. Unfortunately, severely depressed conditions in the technology marketplace (the "Y2K Tech-Bubble") and the economy in general resulted in a drastic revenue decline. This made continuing operations unsustainable.


January 1998 – March 1998

  • Conducted an engagement for an organization that overextended itself. Recruited by the Company’s secured lender. Responsibilities included implementing cost reductions, accelerating collections, cleaning up financial reporting and serving as liaison to the client’s secured lender.

St. Paul, Minnesota

April 1990 – December 1997

Chief Financial Officer & Vice President, Finance

1990 - 1997

  • A publicly traded national distributor with $90 million in revenues, four facilities and 360 employees. Responsibilities included corporate finance, accounting & reporting (SEC & management), investor relations, purchasing, information technology, and customer demand-pull / line-delivery designs  &  negotiations. Four direct reports with up to 21 employees in my departments. Conducted an initial public offering of this family-owned Company with the CEO (founder’s son).

  • Revenues grew from $40 million to $90 million during my tenure. The Company evolved from a business model where 100% of its revenues were that of a ship-to-order distributor to one where over 50% of its revenues were derived from demand-pull & line-delivery. A competitor acquired the Company in August 1997. I was asked to consider becoming the CFO of the combined companies (combined revenues of $250 million). I declined, but stayed to assist in the transition.

Minneapolis, Minnesota

September 1986 – April 1990

First Vice-President and Corporate Controller

1987 - 1990

Vice-President and Corporate Controller

1986 - 1987

  • A publicly traded national mortgage banking firm with $65 million in revenues, $370 million in annual originations, $250 million in assets, a $10 billion servicing portfolio, eighteen offices and 405 employees. Responsibilities included accounting, reporting and debt financing ($258 million line of credit), and corporate-wide operational initiatives. Integral in the preparation of the initial public offering prospectus. 

  • Revenues grew from $30 million to $65 million during my tenure. The Company experienced a mortgage-rate-driven economic cycle where loan originations doubled, then subsequently dropped by approximately 50% from peak levels. I eventually left the Company to become CFO at Arden Industrial Products.

St. Paul, Minnesota

November 1985 - September 1986

Corporate Controller  
  • An electrical contractor with $10 million in revenues. Reported to the President. Responsibilities included finance, accounting, information technology and payroll. I left the Company when Knutson Mortgage, a former client of mine while I was in public accounting, approached me to join their organization.

St. Paul, Minnesota

May 1978 - November 1985

Auditor through Audit Manager

1978 - 1985

  • A national public accounting firm specializing in small to mid-cap companies. Responsibilities included financial audits, tax preparation & audits, business consulting and staff administration. Client base included manufacturing, distribution, mortgage banking, processed foods, construction, and banking. I left the Company to join Hoffmann Electric, a client of mine.


"Kim tends to re-energize employees."