Advanced Agrilytics is a private equity backed agronomic services company enabled by best-in-class digital capabilities providing growers independent, sophisticated and robust input prescriptions and operational advice. Simply put, we are hands-on precision ag. We meet farmers at the cross-section of technology and a personal agronomist.

We are a team of former CFOs, controllers, audit directors, bankers, and finance and HR managers offering our clients practical experience because we've been there. Our clients rely on us to be objective partners and strategic leaders, and as interested in seeing their organizations succeed as they are. We've led clients through mergers and acquisitions, turnarounds, restructuring, steep growth, capital raises, organizational changes, and more. Here are a few recent highlights:- Established new scorecards (KPIs) to activity monitor the business with timely, relevant information. - Educated the business owners on the affect growth has on cash flow, tax impacts, bank needs and best way to navigate 30%+ annual growth.- Utilized excess funds to diversify into commercial real estate, establishing an internal property management firm, including accounting procedures, new IT solution, and setting up budgets and long term projections. - Creatively found solutions for an $8m (revenue) firm in crisis to re-position itself for sustained growth and future sale, including vendor work outs, bank financing and new organizational structure for accountability.- Embraced EOS (Entrepreneurs Operating System) methodology to drive success with clients. - Negotiated a long term re-financing solution for a $5.4 million real estate propertyAt CFO Systems, our vision is to be that partner that helps every company, no matter the size, grow and reach their potential.

- Co-led the senior leadership team driving strategic growth for the Alabama territory consisting of 8 branch offices, 250 individuals, $800M assets under management, and 10 direct reports driving the development, recruiting, operations, technology, finance and strategy teams.- Reengineered management reporting to improve comprehension. Started with 30-page reports, identified key metrics, added graphs, colors and everyday wording and reduced page count by 80%. - Increased our footprint 30% by opening 3 new offices across the territory. This included leader development, lease negotiations, tenant improvements, IT infrastructure, bank relationships, establishing office procedures and staffing.- Grew leadership bench 60% by co-developing 4 new Managing Directors to lead key offices.- Propelled recruiting activity over 100% to achieve 30+ financial advisors and 25+ college interns recruited annually.- Created and implemented quarterly "strategic expense management" identifying 40% cost savings to re-deploy to drive growth. - Sold the health benefits group in 2013 earning a 30% return on investment.- Reinvented the technology team from novices to experts to support our aggressive transformation, including the transition to a new JD Edwards accounting platform.- Negotiated multiple office leases from 2,600 to 18,000sf ranging from expanding offices to cost and space reductions of 40%.- Rapidly expanded our staff team (finance, compliance, operations, recruiting and development) to support sales growth of 70% in 3 years.- Graduate of LeadershipNEXT in 2017 – an exclusive 3-year leadership development program for the top 25 upcoming leaders.

Holding company of 30+ entities focused on strategic development opportunities from raw land to existing office buildings as well as high end residential construction.- Built out the finance and administration teams from scratch, hiring and developing team members, implementing new procedures, etc. - Cash management and forecasting for 30+ entities.- Evaluated real estate development opportunities for strategic fit.- Raised over $30M in private equity investments.

- Led the finance and operations (non-construction) teams. - Managed bank relationships, month-end close, general ledger, reconciliations, payroll, human resources, accounts payable and receivables.

Aggressively expanding third-party logistics broker.- Led the finance, reporting and technology functions. - Established efficient bill pay and collections processes reducing DSO by 25%- Created new management reporting system to focus on two questions: what's important and what are we going to change as a result?- Business footprint grew by 50% through expansion in southern California and Texas.

Start-up SaaS company financed through private equity and an established consulting practice.- Established back office policies and procedures for purchasing, accounts payable, billing, accounts receivable, general ledger, financial reporting and human resources. - Developed tracking system for the change management process regarding software development.- Created the business plan for second round of financing.

One of the largest intermodal trucking companies in California. Merged with 6 other companies to create RoadLinkUSA in October 2000.- Led 6 direct reports responsible for the general ledger, accounts payable, accounts receivable, cash management, budgeting, financial reporting and human resources functions.- Guided the development of an in-house custom accounting package integrated with the in-house operations system.- Assisted with the “Roll-up” merger of six regional transportation companies across the United States.

Big Six global accounting firm- Led financial audit teams of family-owned $20M business to publicly traded $6B+ companies with industry exposure to public utility, transportation, manufacturing, retail, and mutual fund companies. - Reviewed information technology environments and recommended best practices around security and internal controls. - Created “carve-out” financial statements, participated in SEC filings and the preparation of comfort letters related to three multi-billion-dollar mergers.- Project Leader for information technology Y2K risk analysis and planning team for the $550M international division of a $4B local Kansas City firm, reporting to the international CFO. Project involved 8 countries.