Excited to join this team of dedicated professionals and just as excited to be involved in the renewable energy industry as it begins a new chapter in its evolution. In Jan 2020 completed a sale of RPI to a private equity group based in the UK, Magnesium Capital. We could not have found a better group to become part of. Magnesium is committed to the the wind power services sector and carbon emission reduction. They are also strong supporters of management and growing sustainable high value companies. As of Jan 2022 we have had three record years in a row in sales and EBITDA. We are also fitting out a top flight Rope Access training facility in Denver which includes a composite repair training facility as well. We keep them turning!

Key change agent in helping Monterey migrate their private fleet and carrier logistics operations from a horizontal multi-regional department to a vertical stand alone business unit including the implementation of TMW Systems' Truckmate transportation management system, the development of all financial/metrics reports, and inter/intra company billing mechanisms. Oversaw integration of E-Log and real time geo-location data into systems and reporting.

Interim CFO: Derived new financial model and strategic financial direction as core to significantly improving financial performance leading to successful investment offering:Major Investment : Provided the financial modeling and due-diligence support for a successful $30M “D” round of venture funding and then closed a $17M debt deal to leverage the venture round. Financial Planning and Reorganization: Worked with the executive team to build a dynamic forecasting model for this complex business which delivered the planned results as the company almost doubled revenues in two years. All operational reporting metrics were then aligned with the major economic drivers in the model.Information Technology: Provided strategic direction for IT architecture and oversight to assure alignment with core business processes and growth rates. This included a very lean but successful implementation of Oracle R12 applications and development of a data mart to centralize the basis of all company reporting (operational and financial).Accounting/Finance: Resolved all material weaknesses existing after the 2007 audit by the end of 2008 and significantly improved internal controls. Significantly improved the accuracy of monthly and weekly reporting to management and the board. Drove an enterprise risk assessment and began laying the groundwork for SOX testing.

Configured and fully implemented MercuryGate, the company's transportation management system, including production systems integration.

Aided the company in its physical expansion by designing and then managing the turn-key opening of four locations.

This engagement was a turn-around I led which ended very successfully for the two main shareholders of this privately held company specializing in the the design, engineering, and manufacture of highly advanced composite structures for the defense and aerospace industries. Some highlights:Audited SBA backed bank debt and negotiated a restructuring of the debt reducing monthly payments by 50% and improving cash flow.Restructured operations using lean manufacturing and “constraint theory” principles resulting in a 20% increase in productivity.Performed a comprehensive forensic audit to quantify actual shareholder debt allowing current owners to gain all stock back from hostile shareholders under very favorable terms while reducing shareholder debt by 75%Led the company through a successful GSA audit which enabled the company to land a very lucrative defense contract.

Operational Controller/Senior Financial Analyst/Assistant to CFOEvaluated MRP system and associated business processes, implemented process changes and training improving inventory accuracy, reducing overall inventory, and simplifying planning and procurement.Audited and implemented improvements to internal controls at the headquarters and main manufacturing site. Optimized the supply chain for the largest product line, reducing transportation costs and import duties by 25% and inventory carrying costs by 10% while improving lead times. Division Controller/Senior Financial AnalystSupported Divisional VP and General Manager with financial analysis and reporting including generating all division plans/budgets.Integrated activity based costing into corporate and divisional financial roll-ups to accurately report margin contribution by geographic region and by product line.Played key role in improving division gross margin 10% by reviewing individual products and implementing cost reduction initiatives and/or adjusting pricing.Created a global currency neutral pricing model and developed trust between other company business units which resulted in the elimination of arbitrage transactions.