Chief Financial Officer for an integrated design and construction solutions firm with 5 companies performing construction, engineering, design and management services for large scale public and private projects serving the gas, electric, water utilities, transit construction services and high-tech installations.

Chief Financial Officer responsible for accounting, bonding, finance, treasury, and IT for all Ahtna companies. Responsibilities include managing corporate budget and financial reporting as well as supervising the accounting, finance, and IT staff. Additional responsibilities include proposal review, business development, and growing existing contracts and client relationships.

Chief Financial Officer responsible for accounting, contracts, finance, IT, procurement, and project controls with over $90 million in annual revenue plus contract manager for a 7-year, $700-million contract with the NNSA and the Department of Homeland Security. Responsibilities included managing corporate budget and financial reporting as well as supervising the accounting, finance, contract administration, IT, procurement, and project controls staff. Additional responsibilities include business development and growing existing contracts and client relationships.

Chief Financial Manager for a division dedicated to a $350-million nuclear waste project for the Department of Energy. Responsibilities included supervision of all project support staff including accounting, contract administration, procurement, scheduling, estimating, and financial reporting. Main functions include contract administration, client presentations, change management, senior management updates, domestic and international subcontractor management, securing project financing, investing cash surpluses, and maintaining detailed cash flow projections for bankers and management.

Deputy Manager of Finance position included all budgeting, tracking, and forecasting of project and corporate revenue, cost, margin, and cash; implementing short and long-term cash surplus investment policies; recommending, implementing, and training employees on improving cash management; supervision of national finance staff of 19 employees; income statement consolidation and review; senior management reporting; due diligence on competitor acquisitions; review or development of all large client proposals; change management; project controls and financial management; determining revenue and margin recognition; and financial management training programs. Additionally, led the conversion of corporate finance accounting system to an integrated Oracle ERP.