Looking to find a full time Executive Financial Role; either Contract to Permanent or FTEInterim: involved in launching company businesses and scaling companiesCreating efficiencies for enterprising companiesLeadership developmentStrategic focus on AI & IOT, Digital Transformation

Responsible for GAAP compliant monthly and year end financials, as well as commentary and analytics to executives and owners.Completed and managed 2017 year end audit with no audit adjustments; completed 2016 year end audit with 125% reduction in adjustments.Prepared and presented all quarterly financial presentation results to the board.Prepared the bank's required monthly calculations with corresponding borrow base and compliance certificates.Researched and developed accounting polices for new SAAS based company; key member to new company launch.Reduced commercial insurance costs by 65%.

Primary responsibilities were to provide monthly, quarterly and year-end financial statements. Developed and implemented a new annual cash flow projection model, as well as, a new budget model and process for the company.Improved reporting of monthly financial statements by 2-3 weeks adopting accrual accounting principles and implementing a month end checklist with approval process. Year-end financials completed with no audit adjustments.Paid down recession debt by 1.3 million with effective cash planning through seasonal swings.Refinanced original bank note to lower debt payments for the year and income smooth the cash.Obtained third party funding to add additional cash resources for the company.Managed the Housing & Transportation department and decreased losses by 99% in 2013.Developed and implemented what-if sensitivities to measure expected risk for provided housing.Acting project lead for new database implementations for finance, support services, housing and operations.Managed IT department and implemented an effective roadmap for new hardware installation over 2 years.Designed new workflows to enable the scalability of the company and track operating metrics to handle annual transactional volumes greater than the current 10,000 exchange visitors arriving in the U.S. and Australia.Developed franchise tax methodology with outside CPA firm to prepare the Franchise Tax return for the company.

Increased production for plans to scale commercial growth and build military products. Strengthen manufacturing's adherence to the Engineering Change Control process resulting in 100% work order and ERP compliance to facilitate accurate BOM tracking. Implement improvements to work flow, reduce costs and create transparency to the product realization process. Presented in executive operations review with President and executive management.Tripled manufacturing production yield rate in the first three months raising capacity to a $90M revenue target. This was achieved by improving the design of production line " floor layout" and the sequencing of standard operating procedures, and by tripling image download capacity.Reduced production line & kanban inventory by more than 45% within the first three quarters which converted manufacturing to a non-stocking production floor.Consolidated Pack-out Materials for all commercial (non-retail) tablets which created savings of $40,000 per yearDeveloped and chaired an operations sub-team whose deliverables resulted in production/manufacturing within 1 month of anticipated launch goalSpecial recognition awarded (3 of 5 reported achievements) by Military Quality Audit for manufacturing floor automation, training of operators and mock up training on custom military spec builds

Oversaw quarterly and annual external audits to ensure timeliness and accuracy of reporting. Managed day to day financial reporting requirements, cash flow operations, review of accounts receivable and collection activities. Liaised with banks, accountants, lawyers and consultants. Instituted and tightened internal controls to enhance reliance of the company control environment. Made recommendations concerning the financial management of the company to the CFO and Board of Directors.Reduced interim audit review engagement fieldwork time to two days for SEC reporting. Modified the company's ERP system to tighten audit controls and improve workflow, which increased inventory accuracy by 34% to a 99% accuracy level in 4 monthsConverted entire European operations to centralize sales, order management and warehousing in the United States within three months thereby reducing tax liabilities and cash flow requirementsAugmented and implemented financial controls to meet audit requirements and improved financial reporting model to increase timeliness by 2 weeks.Implemented new production process with Procurement, Order Management, and Manufacturing to streamline the Clear-to-Build for the company, which improved the production planning by four days as well as, improved shipments by two weeks and as a result reduced freight costs.Developed and implemented business processes to enhance inventory management, sales cycle controls, RMA, warranties, purchasing payables controls, shipping and production. This lead to real-time recording and accelerated financial reporting.

A wholly owned subsidiary of the publicly traded Versent Corporation was acquired in June 1996 as a complimentary business to the "Laser Tag" division. During the first year, Starburst successfully tripled its equity size through acquisitions within the coin-op industry.ControllerReported directly to company president and was responsible for finance, parts' sales, warehousing & inventory and on interim basis route management. Responsible for implementing internal controls primarily to ensure audit reliance and safeguard control of cash. Evaluated other potential business acquisitions with president and owner to merge operations, increase density and provide equity growth for capital lending.Re-organized and upgraded financial systems to meet public company audit standards. Implemented new ERP to improve reporting and operations tracking of product.Successfully completed a four year span of provincial and federal sales tax audits within the first yearDefined corporate objectives and developed turn around plans to maximize operating performance and track department progress. Successfully completed the first six month and year end external audits with no audit adjustments to meet public company requirements, within first year of acquisition by the parent company. Acted as lead with the Sales team to reduce the average collection period of receivables by over sixty days within a year on 100 accountsEngaged leasing company to provide customer alternative to purchase route equipment and improve receivable cycle time.

The Air Miles program was launched in March 1992 and was the only consumer marketing program of its kind in Canada; the billionth mile was issued in early 1995 with a roster of 90 participating sponsors. CONTROLLERReported directly to company president and played a pivotal role as one of the eight original start-up members of the business in Canada. Built finance department from ground up, hired staff, implemented accounting system, documented, internal controls and managed external audits. Responsible for all financial activities, receivables, payables, payroll, and management of trust for mileage redemption.Completed the first four external audits simultaneously in order to meet stringent legal requirements within 2 months of the year endPrepared and coordinated quarterly budgeted re-forecasted financial positions for Board meetings, as well as sensitivity analysis (pro forma) for executive management team.Developed cash flow model and projected future commitments to meet contractual calculation of debt repaymentImplemented a receivables review system with Sales & Marketing which enhanced collection of accounts over 60 days by 20%Adopted a conservative funding and investment strategy to optimize speculative travel rewards by developing a five year projection redemption model; this determined funding to the trust for future rewards.