A start-up venture, launching its first major project, that is on a mission to remove as much carbon from the atmosphere as possible, as fast as possible. Myno’s profitable biochar carbon-sequestration is one of the most promising innovations in the urgent battle against global warming.Serving to evaluate, plan, finance and launch the initial CRF as the first step in a strategic plan to proliferate the technology and save the world.

Helped enable dramatic acceleration into biopharmaceutic products and next-generation space suits. Coached relatively new finance team and drove completion of the 2022 budget.

A value-added distributor based in New York for lighting and lighting controls, providing products, planning and logistics primarily to general contractors. Kinzie Capital Partners acquired Chelsea in August 2020.Guided Chelsea through ownership transition and pandemic challenges. Provided financial insights, enhanced margins analysis and forecasting efforts, improved borrowing capacity, completed a second PPP loan and facilitated the smooth termination of union representation.

A sizable Cerberus portfolio company in Indianapolis that is a global leader in manufacturing closures and capping equipment, serving primarily carbonated and non-carbonated beverages and bottled water. The business was carved out from the Rank Group at the end of 2019.Bridged the chief financial officer role while helping lead a dividend recapitalization, refinement of stand-alone capabilities, the budget for 2021, and the recruitment and onboarding of new finance leadership.

Consulted with a public company to coach a newly appointed interim CFO and assist the CEO, CFO and company with financial reporting, insurance, contracts, investor relations and other matters.

An industry-leading private-equity portfolio company that manufactures electrical panels and enclosures for the electric utility industry. Comvest purchased the business from its founder in March 2018.Brought in as a Tatum consultant to establish the chief financial officer role, foster strategic perspective, develop financial planning and analysis, tighten accounting discipline, and help the company adapt to a high-leverage, private-equity environment. Finalized purchase accounting from March acquisition. Collaborated with new hire to build FP&A capabilities. Introduced short-term cash forecasting. Implemented over-time revenue recognition under ASC 606. Helped drive strategic review of pricing practices and opportunities.

A $1.2 billion NASDAQ-listed floral and gifting e-commerce company, built upon the FTD, Interfloral, ProFlowers, Shari’s Berries and Personal Creations brands and the largest florist network in the U.S. and U.K.As a consultant with Tatum, joined the senior team to finish a comprehensive strategic plan overhaul, develop supporting financial plans, and map out financing alternatives to support a planned turnaround. Quickly got up to speed on the business to contribute to sound operating decisions, guide and complete the 2018 budget process and activate investor relations. Oversaw tricky deliberations on $106 million Q3 impairment charge. Built solid relationships among the finance organization, management and the Board of Directors.

A $900 million NYSE-listed manufacturer of environmental and safety products that serve municipal, governmental and industrial customers.Teamed with CEO and COO to complete turnaround of core businesses and re-set a foundation for profitable growth based on organic opportunities and disciplined acquisitions. Responsible for finance, planning, investor relations, business development and information technology. Intimately involved in managing operations, strategy and structural changes. Worked closely with Audit Committee and Board of Directors.• Helped drive consistent improvements in operating margins, earnings and cash flow.• Reduced net debt from $160 million to zero over three years. Increased stock price by over 50%.• Rebuilt strong finance department, including high-quality hires for controller, treasurer, planning and analysis, and tax.• Attracted new major investors. Engaged approximately 100 investors annually to develop interest in the company’s story, strategies and results.• Developed M&A function and active acquisition pipeline of over 100 opportunities. Educated and involved business-unit management to better target opportunities.• Helped lead the strategic sale of Bronto Skylift in Finland, the final $100 million business in the Fire Rescue Group, at a premium price (~14x EBIT).• Guided refinancing of the company’s bank facility to capture benefits of improved financial condition and provide flexibility for acquisitions.• Facilitated acquisition of two businesses in 2016, with additional opportunities in play. Designed creative earn-out structure for JJE to provide focus on strategic objectives.

A $190 million NASDAQ-listed manufacturer of carrier-class telecommunications equipment for wireline, wireless and home networks. Partnered with CEO to set and execute a strategy to transform an unprofitable $190 million firm with three business units into a profitable $70 million firm with new products and a focused core business, ultimately driving a ten-fold increase in share price. Initiated follow-on strategy blending organic and M&A growth. Responsible for finance, planning, business development, legal, investor relations, human resources, IT, marketing communications, and quality management.• Contributed to initial 2-year turn-around in operating performance, reversing a $17 million loss to $15 million of operating income while increasing share price ten-fold.• Led strategic evaluation, auction sale process and negotiations for complex sale of commoditized and unprofitable broadband-gateways business unit to NETGEAR for $34 million.• Negotiated direct sale of risk-prone, non-strategic ConferencePlus conferencing services business unit to Arkadin for $41 million.• Used improved performance, business unit sale proceeds and tax-loss asset to grow cash balances from $40 million to $150 million.• Revamped financial reporting to clarify business segment performance for both internal metrics and external messaging.• Led innovations such as introduction of volume-driven rebate pricing that helped capture business and redesign of medical benefits programs to provide greater choice and equity.• Financial Executives International 2011 Chicago CFO of the Year Finalist.

A $600 million family-owned global business. The company manufactures and distributes Bankers Box®, paper shredders, binding and laminating machines, and other office products, with manufacturing facilities in the U.S., China and Europe, and distribution subsidiaries across Canada, Europe and the Pacific Rim.Member of 5-person Executive Team and responsible for all facets of global financial management and treasury activities. Reported to the Chief Operating Officer. Directed a 30-person headquarters finance staff.• Responding to business environment, re-invented the budget process and led drive that reduced fiscal year 2010 annual expense base by $12 million.• Championed revisions to customer pricing policy to improve margins.• Led evaluation of alternatives and structures for establishing a direct sales presence in Mexico.• Drove improvements in management of global cash balances and borrowing, and launched analytic framework for disciplined measurement and hedging of foreign exchange exposures.• Helped evaluate and implement company recapitalization linked to family estate-planning.

A $5 billion NASDAQ-listed company (United Stationers at the time), North America’s largest broad-line wholesale distributor of business products, including office products, office furniture, janitorial and breakroom supplies, and industrial supplies. Led key financial and business development activities. Managed financings, capital structure, M&A, financial planning and analysis, insurance, pension investments, cash systems, customer credit, accounts receivable and accounts payable. Closely involved with financial reporting, investor relations, balance sheet and capital spending management, strategic planning and enterprise risk management. Provided primary management interaction with the Finance Committee of the Board of Directors. Reported to the Chief Financial Officer. Directed a staff of 100.• Guided Board of Directors toward an optimal capital structure strategy, and led establishment of metrics and actions that achieved significant working capital reductions.• Formulated and led multiple refinancings for $575 million of bank and securitization funding, including flexibility for additional financing and a successful change of lead bank.• Conducted valuations and negotiations, and led due diligence, for acquisition of Sweet Paper, with revenues of $250 million, and industrial products distributor ORS-Nasco, with revenues of $300 million.• Led negotiations and process for divestment of $135 million Canadian operations.• Designed economic evaluation policy and directed large-project evaluations.• Implemented process and controls improvements, including lockbox imaging, automated expense reporting, and enhanced forecasting for cash flow and the balance sheet.• Senior member of Business Process Council directing company-wide process improvement initiatives.• Selected as one of 12 facilitators for company-wide program to develop leadership and teamwork.

Managed banking and rating-agency relationships, financings, business valuations, cash systems, credit and collections, and pension plan investments. Conducted M&A efforts and assisted with planning and investor relations. • Implemented a series of financial restructurings, totaling nearly $1 billion, to adjust for major operational changes, minimize interest costs, relax covenants and constraints, and maintain borrowing capacity. • Revived acquisition efforts. Developed process, criteria, target deal structure and strategy. Facilitated deal flow of 100+ opportunities, prepared bids, coordinated due diligence, and negotiated contracts.• Led divestiture of Pony Express, a $140 million courier company. Refined business plan and offering documents, coached management, contacted suitors, organized due diligence, and negotiated contracts.• As interim CFO, led completion of 1999 audit and SEC filings.• Prepared and presented company valuation to the Board of Directors to support approval of company’s sale to Securitas AB. Closely coordinated third-party fairness opinion.

Amoco Corporation at the time, now part of BP.Senior Financial Manager (Chicago): Negotiated, implemented and project-managed major international financings, acquisitions and divestitures valued at approximately $1 billion. Advised and teamed with business groups to structure joint ventures and set financial strategies. • Co-managed divestiture effort for $120 million chemical subsidiary.• Took financial lead in $500 million chemicals business acquisition.• Arranged $250 million limited-recourse project financing for an Indonesian chemical joint venture. • Managed planning and administration for $300 million reengineering and SAP implementation project. CFO, Amoco Norway Oil Company (Stavanger): CFO responsibility for stand-alone petroleum exploration and production business unit with $250 million in revenues, $35 million in net income. Managed 100-person staff in accounting, IT, tax, procurement, logistics, administration, and commercial development through key period of growth and revival.Planning and Economics Manager (Houston): Led, coached and developed a highly regarded team of 10 analysts who valued international exploration and production opportunities. Provided planning and evaluation for projects in Papua New Guinea, Europe, South America, China and Trinidad.