• Ongoing review of bookkeeper’s daily work, bringing the GL into GAAP compliance.• Complete adjusting entries as needed resulting in cleaning up P&L and balance sheet errors, with up to 10 % improvement to EBITDA.• Complete month end closing, publish financials, and cash flow forecast within 20 hours for each month.• Built a 3-year P&L growth model within one week to support COO and President’s sales strategic planning. • I tightened the 12-month cash flow forecast within a tolerance of 5 % variance to GM and SG&A expenses. • Accounts receivable aging study completed with tightened cash flow income forecast within 5 % of actuals.• Developed Excel reports from client database using V-lookups reducing reporting process from 2 days to 2 hours.

• Brought GL processing in-house within 3 weeks from outside CPA firm saving $60K per year.• Started GL conversion from Quick Books Enterprise to Net Suite spring 2018.• Cash and AP management support given to CFO on daily basis.• Within 6 months reduced month end close time from 60 to 25 days for 8 entities.• Built revenue by product, debt servicing, cash flow, and customer LTV dynamics analyses with 95% accuracy.• Managed and trained accounting staff that grew from 2 to 5 between 2016 through 2018.

Reconciled and completed month end trial balance closing entries, accruals, reversals using People Soft N Vision general ledger system within 4-day close window,

• Researched and reconciled branch store lease activity for 16 locations for 2009.• Found $80k in unrealized long-term lease agreements.

• Project lead for GL conversion from Peachtree to Quick Books Enterprise 9.0 completed in 2 months.• Forensic accounting to rebuild and balance 16 subsidiary general ledgers under IFRS guidelines in preparation for 2007 & 2008 audit by an external CPA firm.

• Completed the month end closing with Quick Books Premier including banking and credit card reconciliations • Built operating P & L budget for 2007.• Rebuilt the chart of accounts; developed departmental P&L and unit cost capture methodology.• Prepared audit documentation and compiled statistics for a federal grant review.• Segregated restricted versus unrestricted grant income and expenses by combination of class and service items.

• Reduced metrics reporting time frame preparation and reduced completion time from 10 to 3 days.• Completed an ad-hoc project to identify and quantify the causes for declining AR portfolio collection’s performance helping identify root causes in 40% loss of productivity.

• Project lead for fixed asset and general ledger conversion from external CPA to internal ACCPAC for 3 branches within 3 months and eliminated outside CPA firm monthly closing charges.• Built a new customer 6-month breakeven analysis for the owner to increase GM results by 25%.• Developed 4 branch annual P&L and capital expenditure budgets for 2006 and 2007 within 4-month time-frame.• Cleaned up old age AR entries valued at $900k that were deemed noncollectable.

Budgeting: Assisted owner in developing consolidated 2005 P&L budget.Forecast: Created remaining monthly and year-end 2004 P&L forecast.Analysis: Created new customer breakeven analysis.

Responsibilities: Led the Merchant month end closing in completing the trial balance within a 2-day window including completing month end closing accruals. Accounting tasks included cash settlement, vendor payables, and GL account reconciliations Was a member of the merger & acquisition team dealing with 3 Bank Card portfolios. • Improved 1997 annual net income by 280 basis points after tax by successfully managing and motivating 9 managers' P&L accountability on a $6 billion portfolio.• Reduced the income receivables $170k to $20k within thirty days.• Completed a due diligence and merger of a $2.5 billion portfolio in 2 months. • Reduced suspense and float exposure from 120 days to less than 60 days within 2 months.• Power end user administering / developing Hyperion Enterprise budgets and forecasts. • Completed month end closing & consolidation reporting for 14 states including maintaining 5% income variances and 3% expense variances against monthly forecasts. • Developed activity-based unit cost analyses for 6 operations departments. • Found $910,000 in double billing from Visa International. • Completed monthly financial and operational audits as required by a 6 year Loss Sharing Agreement between First Union National Bank and the FDIC on the Southeast Bank Credit Card portfolio. The monthly audits were then verified by FDIC auditors every 6 months during the course of the agreement.

Budgets: Administered a $22 million payroll budgets for 16 stores.Sales: Increased 1983 annual sales 25% greater than 1982 as Dept. Manager.Inventory: Reduced shrinkage from 3.3% to 1.8% using purchase journals.Personnel: Managed sales staff of 20 full-time and part-time personnel.