Cindy March Email & Phone Number

Clermont, Florida, US

Following the intentional wind down of my senior level role at Bookbyte after a significant change in the operating environment, I have stepped back in to this entity created to manage projects of interest and asks from my network. Examples include: Financial forecasts and reporting for startup ventures, organizational pivots and restructuring, Business.

Salem, Oregon, US

• Update* I have completed the rationalization of the finance and accounting function and the wind down of my senior level role, specifically. What a great group of smart people on a terrific run that ended way too.
• Optimizing accounting and administration functions to simplify monthly close process including streamlining cumbersome inventory reconciliation (~500,000 units). Evaluation of team member skills and capabilities and.
• Coordinating with external accounting consultants to evaluate Balance Sheet and tax strategies given material change in business economics and operating environment.
• Absorbing responsibilities from 2 FTE in FP&A and 1 FTE in HR functions due to rapid staffing ramp down.
• Assessing and managing other legal and business obligations and commitments in preparation for wind down of active duties.
• Project managing downgrade from current ERP system (Acumatica) to a simplified finance and accounting platform for ease of use (Quickbooks).

Portland, Oregon, US

• Premium frozen novelty CPG company in the early to mid-stages of pivot from retail focus to wholesale distribution scaling strategy. Recruited in by current investor and board member to build out finance and admin.
• Creating finance and accounting infrastructure to include transition away from part-time staff to FTE bandwidth and capabilities to accelerate monthly close, channel reporting, and data analysis allowing for more.
• Elevating Customer Service function by creating FTE duties and responsibilities to professionalize communications with distributor partners. Designing and leading cross-functional allocation process to include sales.
• Streamlining and professionalizing Human Resource function to include reduced time to input and increased accuracy on payroll functions. Professionalizing overall Human Resource strategy to include a human capital.
• Implementing EDI capabilities with distributor partners to reduce redundant software integrations and manual entries and speed up Accounts Receivable submissions and accuracy

• During the pandemic, and after the wind down of Food & Beverage Innovations, I took time to recharge and consider my next opportunities while working on a variety of interesting business projects within my network. One.
• Reconfiguring org chart, roles, and functions including position briefs and communications within team for four Director level positions. Providing HR policy updates and payroll provider transition.
• Executing on product and business model pivot to include infrastructure considerations of accounting, fulfillment, people operations, and marketing strategies.

Portland, OR, US

• After failing to secure a critical round of funding, a decision was made to wind down this CPG startup. Prior to becoming a startup statistic, I led finance and accounting, business operations, and HR functions for.
• Creating full finance and accounting infrastructure including monthly close, leadership and board reporting, revenue recognition, GAAP standards, controls, and policies. Recruiting, training, and growing team for A/R.
• Standing up Technical Services and Customer Success departments including department charters, hiring, roles & responsibilities creation, workflows, and cross-department integrations. Hiring department heads and.
• Leading HR/people operations function including recruiting, onboarding, and retaining talent (176% HC growth in first 8 months). Developing professional learning opportunities for managers and staff through ‘Learn at.
• Managing IT rollout and system and platform integration projects, building out order fulfillment processes (eCommerce and inventory) utilizing existing tech stack as well as rolling out new team tools and software.
• Overall, setting standards and driving engagement on sound business practices, policies, processes and internal controls while allowing space for coaching and employee empowerment.

• Holding company with business interests and investments in Quick Service Restaurants; High Net Worth family office; commercial, residential, and multi-family real estate development; and angel investing. I was brought.
• Managed day-to-day functions through transition of company President and Real Estate Director, including operational oversight, tightening HR policies and procedures, analyzing and rationalizing staff and functions.
• Positioned and negotiated sale of primary operating division at 6x initial investment and performed operational and profitability analyses on seven other portfolio companies. Sold real estate holdings of two related.
• Created processes for long-term direction of family office/wealth management including appropriate resource alignment and support for on-going, and future, investments.

• With eight employees and 40 geographically dispersed consultants, ESCI is a boutique professional services firm providing strategic and operational planning, financial analysis, and technical consulting products to.
• Reorganized operational processes, organizational structure, and finance and accounting functions to reinvigorate company practices, quality control, profit margin growth, and employee (and sub-contractor).
• Created new products to broaden overall business mix – professional development consulting, risk management and online learning delivery platform - to reposition company as ‘experts’ and trusted advisors.
• Complete restructuring of 501(c)(3) financial controls and management of accounting function, full (all executive and staff) roles and responsibilities analysis and reorganization, staff and management team mentoring.
• Completed initiatives outside COO role including participation as a project lead for majority shareholder Strategic Plan Update and lead financial consultant for a Cost of Services Study for the City of Irvine, CA.

• With peak revenues of $25mm, and employee headcount of 35, TDG is a world-class developer of specialized transportation facilities for shippers and carriers in the rail, highway, and marine cargo industries. I.
• Developed and implemented accounting infrastructure and reporting, standardizing financial statements in conformance with GAAP requirements and industry practices including percent completion revenue recognition..
• Authored a Strategic Business Plan used by the Port of Richmond, CA, to gain City Council and political approval for a $37mm infrastructure development constructed for Honda Motor America.
• Initiated a structure for technical design operations including staff and resource allocation, departmental technology needs, internal and external file sharing and remote backup solutions. Acted as change agent for.
• Directed corporate reorganization effort including corporate structure and organizational leadership change, executive transition, and complete rebranding initiative: logo design and rollout, web site redesign.

All Finance and Accounting functions including external reporting, financial statements and reviews, audit coordination.

Masters, Business Administration

Bs, Finance-Law