Chosen by the Board of Directors to provide financial and operation leadership to a growing natural gas pipeline and treating company with operations, employees, and assets throughout the Eagle Ford Basin of south Texas. Worked with the CEO and key management to develop and manage operational strategy, led all financial aspects of the business to include budgeting, cashflow management, capital allocation, financial compliance reporting, and reports to the board of directors and other key stakeholders. ➙ Created and implemented financial reporting infrastructure from scratch to provide greater insights to operations. Identified new efficiencies increasing margins over 4%. ➙ Led a large-scale financial data migration to a cloud supported Oracle CRM platform to secure critical data and systems, eliminate data corruption, and integrate all financial reporting, cash management, project/construction management, and business development efforts. ➙ Led the $30+ million corporate restructuring of debt and equity to optimize finances and provide cash liquidity for acquisitions, growth projects, facility optimization, and hiring new employees. ➙ Developed and managed the annual corporate budget and project specific budgets. ➙ Provided quarterly and annual reports on operational and financial performance relative to the approved budget to the board of directors, banking, and financial partners. Managed all regulatory compliance and reporting.

Established a consulting and advisory services practice providing interim CFO engagements within energy, transportation, logistics and manufacturing while taking some time to slow down.→ Created and implemented a financial reporting infrastructure to replace the existing financial reporting process for a tech-enabled transportation and logistics company. Led a large-scale financial data migration to a cloud supported platform to secure critical data and systems and eliminate data corruption. Automated and migrated accounting to a QuickBooks enterprise platform. Identified and secured a new customer and managed the relationship. Developed protocols to manage $2M+ in annual “micro-loans” to employees. Formalized the loan process and captured new revenue.

Chosen by executive board and Bain Capital investors to provide financial and operational leadership for the Truck Equipment business unit comprised of two separate businesses (Dakota Bodies & CM Truck Beds), seven manufacturing facilities and 500+ employees. Collaborated with executive team to develop financial management strategy and led financial planning, budgeting, cash flow, capital allocation and structuring for the business unit.→ Led the turnaround of Dakota Bodies, a recently acquired underperforming business, and its post-acquisition integration to include system conversion, Power BI, inventory management and ERP reimplementation. Leveraged financial data to introduce operational process improvements that drove gross margins from 5% to 18% within the first 90 days. → Created annual budget for the business unit, along with quarterly reforecasts, to provide accurate and transparent financials.→ Advised executive committee and private equity investors on near and long-term strategies, risks, and opportunities.

Partnered in the startup and financial leadership of a Permian Basin saltwater disposal company. Cocreated business plan, developed marketing strategies and standard operating procedures.→ Built financial models and marketing collateral and secured private investor funding.→ Forged company’s entry into solid waste reclamation market; opened facilities in Loving, Reeves and Culberson Counties to treat, recycle and reclaim oilfield waste from energy exploration activity. → Grew business from a zero base to $26M in annual revenue and sold partnership interest to pursue other opportunities.

Challenged to build a nonenergy practice group to broaden and diversify the energy-dominate investment holdings. Formulated business plan, oversaw a team of analysts, associates, and vice presidents, and handled deal structuring, negotiations, and buy/sell strategies.→ Spearheaded new nonenergy practice group from inception and grew it to $320M in transactions with a deal pipeline of $600M in 16 months.→ Raised $325M for a new sand mining company to process and sell “Northern White” sand.→ Advised on the acquisition of mineral acreage in the Fort Worth Basin and raised $60M in capital.→ Sourced and secured a $55M credit revolver for a saltwater disposal company to fund new facility. → Led $45M recapitalization of a defense manufacturing company to retire legacy shareholders.→ Negotiated/acquired $30M in distressed assets to expand sporting goods company product portfolio. → Managed $27M sale of a multigenerational heavy equipment manufacturing business.

Drove new business within education, industrial manufacturing, energy, and government sectors. Guided deal teams in due diligence, financial modeling, investor presentations and CIM preparations.→ Spearheaded expansion into the outdoor products market and secured several new clients with combined transaction value exceeding $150M. → Raised $300M for midstream oil and gas operator to acquire assets in Colorado and Texas.→ Led acquisition of regional HVAC companies valued at $250M for a national HVAC company. → Managed buyout and $105M recapitalization of a FinTech company.

1st Special Forces Regiment (Green Berets), 82nd Airborne Division→ Thirteen-year decorated military career highlighted by six deployments to Afghanistan, Central and South America.→ Planned and executed high-level operations for the Theater Combatant Commander. → Led 82-man Special Forces Company and 600+ foreign soldiers in combat deployments.→ Appointed lead negotiator and liaison for the Special Operations Task Force in Afghanistan.→ Saved $13.1M in operating costs on a $50M budget as Special Forces Company Commander.→ Honorably discharged as a Lieutenant Colonel and remained in Inactive Reserves.