CFO of a $5 billion Nasdaq listed company which leverages technology as a market maker and an institutional broker.• Took the company through market volatility in the 1st quarter of 2020. • Reduced borrowing cost on $1.9 billion of debt by 23%. Negotiated smaller interest spread with a bank syndicate and swapped from floating to fixed interest rate.• Organized a large accounting team and consolidated accounting systems from acquisitions.• Streamlined corporate structure by eliminating extra entities.• Hired head of Investor Relations. Redesigned annual report and other investor materials.FOCUS: Public company CFO, deleveraging, accounting automation, business simplification

Responsible for seven brokerage companies, holding combined $135 billion in customer assets.• Rebuilt US accounting team as the business grew twentyfold.• Automated most accounting and regulatory reporting functions to seamlessly scale with the business.• Completed IPO of the parent company (IBKR) at a $12 billion valuation in 2007. One of three on the road show, which was four times over-subscribed.• Built SEC public reporting and investor relations after the IPO.• Built accounting and regulatory reporting teams in the UK, HK, Japan and Australia.• Designed and implemented automated client money and capital computations in the US (both as a BD and an FCM), and in the UK, HK, Australia, Japan and Canada.• Redesigned back office processes to become the first broker dealer in the US to switch from a weekly to a daily securities customer reserve computation in 2011.• Assembled bank syndicates for long-term, committed bank facilities. • Started bank initiative – picked a bank charter, hired management team and bank directors, submitted application to the FDIC.FOCUS: Managing Growth, Financial Technology (Fin Tech), Automation, Negotiations, IPO, Public Reporting, Investor Relations, Broker Dealer Regulatory, Futures Commissions Merchant (FCM) Regulatory, Financial and Operations Principal (FinOp), Accounting, Financial Analysis

Started as VP of Finance. Directed financial analysis, treasury and administration for a US online securities broker with 850 thousand customers. Managed 74 people.• Worked with private equity sponsors, tracking their ½ billion investment in Datek.• Built corporate treasury function and managed liquidity. • Lead a team to build a budget and planning process.• Promoted to head all administrative functions. Delayered the organization; upgraded services in telecommunications, desktop support and facilities.• Identified key business drivers and implemented daily P&Ls and balance sheets.• Supported an auction of Datek with interactive financial models provided to bidders, resulting in a sale of Datek to Ameritrade for approximately 100% return to private equity investors in two years.FOCUS: Managing Growth, Financial Technology (Fin Tech), Treasury Operations, Negotiations, Re-engineering, Automation, Broker Dealer, Private Equity Sponsors, Financial Analysis

Joined the company as a CFO, part of a turn-around team. Over time, took on additional responsibility for IT, customer service, fulfillment and manufacturing. Atlas was a direct marketing company that developed and sold children’s toys and books. • Set-up effective accounting and financial analysis, resulting in a clear view of the business. • Maintained a productive work environment and positive staff morale during a significant downsizing.• Redesigned operating processes to run more effectively with half of the original staff and reduced operating costs by 40%.• Negotiated 25% reduction in manufacturing costs for a leading product line.FOCUS: Turnaround, Restructuring Operations, Managing IT, Negotiations, Private Equity Investors

Promoted to develop strategy for the publishing business after developing a strategy for the direct marketing business.• Developed a growth strategy for the publishing business with $1 billion in revenue.• Restructured a publishing division to make it profitable.

Head of financial analysis for a direct marketing business, comprised of nine Book Clubs.• Lead a team to design and built daily monitoring of key business activities.• Developed a strategy to grow the company.

Developed an operational solution that reduced planned expenditure for a fulfillment center from $23 million to $4 million. FOCUS: Strategy, Negotiations, Process re-engineering, Financial Analysis, M&A, Operations

Implemented IT systems and redesigned operational processes for clients.• Led a team to convert a back-office system from an indexed to a relational database.• Programmer on a project to change an integrated IT system from batch to real time processing. Installed this system for a manufacturing company.• Redesigned a lease origination process for a client, gained 50% reduction in lease processing time.FOCUS: Programming, Financial Technology (Fin Tech), Process re-engineering, Automation, Relational Databases