Currently manager of Produce Department, previously managed Hardware/Paint Department.Supervise 8 associates, responsible for keeping shelves stocked and maintaining produce in excellent condition on the sales floor and in the storeroom.Spend as much time as possible on sales floor talking with customers --to help them find what they seek, recommend items they might want to try and advise on how to select and how to prepare unfamiliar products, as well as to identify products we do not currently carry that customers may want.Order product in anticipation of demand, including anticipation of seasonal requirements, availability of seasonal products,etc to assure the best possible availability to meet customer demand.Adjust pricing as needed to meet competition and to move excessive inventories and minimize spoilage losses, and generally maximize department and store profits.Assure that products are maintained at appropriate temperatures and are being handled in accordance with corporate and statutory food-handling standards.Create special displays to feature seasonal or other special products to maximize sales.Implemented inventory controls to better track on-hand quantities, and to more quickly identify when on-shelf quantities are low to trigger picking product from back room.Sales are consistently 10-15% over prior year, and profit margins are also well above corporate expectations.

Offer Controller/CFO services on consulting or short-term employment basis. Focus on strategic planning, business turnaround situations.Projects have included:M&A evaluation for possible ski resort acquisitions (two were subsequently acquired)Short-term CFO roles for non-profit rural health-care facilities in northern California and in southern New Mexico.Short-term CFO role for venture capital funded funeral home and cemetery holding companyShort-term CFO role, and preparation of 5-year plan for publicly traded start-up tech company.Partner in a group attempting to acquire Tucson General Hospital

[A Gemstone managed resort which was sold and which closed in October, 2008.]Responsible for financial and operational controls, supervision of accounts receivable, accounts payable, payroll, general accounting, night audit. Cash management. Budgeting and forecasting.Implemented improved controls for food and beverage costsStreamlined accounting department proceduresCreated new monthly reporting package for ownershipImplemented daily operating report to track revenue as well as hourly labor statistics against budget and latest forecast

Financial oversight for hotels in Florida, Georgia, South Carolina, Wisconsin, California. Financial Reporting, Budgeting, Financial Controls, Creation of Policy Manuals

Interim CFO for group of clinics serving mostly low income communities in southwestern New Mexico

Interim CFO for small rural county hospital, clinic and skilled nursing facility.

Interim CFO for venture capital financed,minority owned holding company that acquired and consolidated primarily African-American funeral homes and cemeteries.Evaluated acquisitions, implemented new financial system and attempted to institute financial controls.

Headed a team tasked with restructuring the procurement operations for all US operations. Worked with McKinsey & Company to evaluate priority areas to tackle, to prepare procurement strategies, prepare requests for proposals, evaluate proposals and execute supply contracts. Established procurement procedures and created cross-functional procurement teams.

Administrative responsibility for construction of $110 million cement plant at Devil's Slide UtahResponsible for project accounting, HR, safety, procurement.

Financial oversight for publicly-traded subsidiaries in the US, Canada and South Africa.Consolidation and preparation of consolidated financial statements for Holcim Group.Established International Accounting Standards based reporting practices for the group, and wrote accounting policy guidelines for entire group.Part of Anderson Consulting (now Accenture) team to turn around North American operations -- recommended closure of non-strategic or unprofitable operations.Implemented IASC for Group reportingEvaluated all proposed acquisitions and major capital expenditures for the subsidiaries under my responsibility.

Regional Controller for Pacific Northwest, with responsibility for two manufacturing plants, mining operations in British Columbia and distribution facilities.Supervised accounting staff, responsible for monthly reporting, cost accounting, preparation of annual budget and periodic updated forecasts.Involved in evaluation of strategic projects, such as utilization of old tires as fuel source, evaluation of proposed major capital expenditures. Along with General Manager, created proposal for LBO to spin off the facilities, with ownership by region management team and Japanese investors. Corporate management turned down the proposal, but it later was the basis for the sale of the region operations to Ash Grove Cement Company.

Responsible for all consolidated reporting for NYSE traded subsidiary, including all reporting to shareholders, public and SEC.Responsible for all Fixed Asset accounting.

US, Canadian and State income tax planning, compliance and dispute resolution for Fortune 500 Cement and Potash mining/manufacturing company.

US Federal and State income tax planning, compliance and dispute resolution for Fortune 500 company in the sugar manufacturing and distribution business, with additional operations including silver mining and real estate development.

[formerly Binstock & Tobin]CPA with wide range of clients, including ad agency, plumbing contractors, restaurants and bars, retail, medical practices. Tax planning and compliance, financial reporting, business consulting etc

Worked in Audit, Tax and Consulting departments in the Denver Colorado office.Assigned to multi-office industrial engineering consulting team to document cost overruns on a $100 million oil tanker construction project.Earned CPA certificate