•Manage a staff Manage a staff of twelve associates including four direct reports.•Implemented a global chart of accounts to consolidate five different ERP TBs into one cohesive consolidated financial package that generates distinctive financials for Sponsors, Lenders, and Management. It also automates quarterly covenant calculations for compliance certificates to lenders & rating agencies.•Implemented one Banking Treasury Platform for all entities to streamline cash management.•Revamped the Risk Management program to align better with the growing company needs.•Implemented Lease Query as part of ASC 842 Lease Accounting implementation for 2022 Audit.•Initiated the integration of three acquisitions in 2022 with total revenues of $180M.•Built a share services team to consolidate all back-end accounting operations for all five entities in Lake Mary.•Senior member of the new ERP implementation team for MS Business Central.

HARVEST SENSATIONS – 01/2022 to 04/2022: •Managed company’s 2021 financial Audit.•Transition duties and responsibilities to new Controller.AFFINITY WASTE SOLUTIONS – 08/2021 to 12/2021:•Outsourced all accounting operations to a third-party financial services company, quatrro (owned by Trivest).•Transition responsibilities to new company Controller.

•Mentored a staff of 12 Associates in Accounting, Finance, IT & HR.•Planned and executed the annual three statement zero based budget, liquidity, forecasting, and financial covenants across three operating companies.•Rebuilt the consolidated financial pack presentation for the monthly and quarterly financials for the PE Board, Lenders, and Executive Management Team.•Overhauled the month-end closing process reducing financial reporting by 5 days.•Realigned all company insurance policies under a new broker, strengthening coverage while saving $200K in year one.•Changed payroll processing system to better track warehouse and farming labor while saving 40% in annual costs.•Re-designed 13-week cash forecast model to track liquidity, capital projects and debt covenants.•Upgraded ERP system, Introduced BI tools, upgraded telecom communications and IT hardware infrastructure.•Implemented job costing module to the ERP System for farming operations.•Partnered with the VP of Farming to introduce H2A labor to the farm operations, resulting in $1M savings in yr. 1.•Transitioned legacy brokers to top industry leaders strengthening insurance coverage and saving over $250K annually.•Directed due diligence process pre-and-post sale of company to Benson Hill in 2019.•Transitioned over the next two years FFP business operations to be PCAOB compliant as Benson Hill prepared to go public.

•Mentor Accounting, Finance, IT & HR with a staff of six associates.•Cultivated relationships with partners and vendors in South and Central America to secure continued sourcing of produce.•Streamlined contract negotiations and treasury commitments. Administered financial analysis, forecasting, ERP system enhancements, risk mitigation, compliance, and change implementation.•Executed the 60% ownership spin-off from PRO*ACT which raised $4.5MM in equity, into a new structure with thirty- two partners, which allowed the company to expand operations through the strength of its own Balance Sheet.•Rolled out monthly management financials with variances and KPI analysis.•Implemented a zero-based budget within the first 90 days.•Implemented first ever 13-week cash flow forecast to manage company liquidity.•Negotiated brand new 37K sq/ft warehouse facility in Miami FL, which resulted in annual savings of $1M from third party storage facilities.

•Mentor ten associates in Accounting, Finance & HR.•Rebuilt all financial reporting, variance analyses, performance metrics, annual financial planning, rolling forecasts, treasury management and continuous process initiatives.•Improved inventory control, lead times, unit cost controls and risk management programs. Managed all covenants bankers, investors, and auditors.•Secured a $12M working capital facility with Wells Fargo.•Revitalized and linked the 13-week cash flow to the weekly bank borrowing base to review weekly liquidity.•Partnered with Director of Operations to implement WMS and establish a consistent cycle counting program that produced 99% accuracy on inventory counts YOY (2012, 2013).

•Managed a staff of fourteen in Accounting & Finance Associates.•Spearheaded implementation of full accrual-based financials and comprehensive KPI’s.•Implemented zero based budgeting, revamped A/R collection process, decreasing DSO by 10 days.•Reduced closing process to three business days from 15 days and financial reporting from 20 days to 7 days.•Re-organized the foreign and domestic short term loans process to farmers, which included harvesting forecast schedules and identified contractual “trigger points” to stop or slow down advances and minimize loss exposure.

•Managed a staff of eight accountants located in Florida, England, Germany, and Australia.•Standardized company deferred revenue schedules for all three companies.•Initiated the integration of the Australia acquisition into the corporate ERP system.•Converted all four individual financials to U.S. currency before consolidations.•Worked with CFO and Controller to prepare the MD&A for the 10Q and 10K reports.