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A financially distressed private company founded in 2002 that owned and operated network affiliated Spanish-language television stations in numerous markets across the USA. While navigating through challenging scenarios, developed and explored several strategic alternatives leading to a merger with a subsidiary of a multi-billion dollar conglomerate. Led the organization's financial planning, accounting, budgeting, audit, tax, IT, purchasing, real estate, HR, and insurance activities, as well as its relationship with lenders, shareholders, and the financial community.

An over-leveraged $74 million publicly traded company operating 90+ newspapers, magazines and websites in four major U. S. markets in 2008. In 2009, filed Chapter 11 bankruptcy and two months later emerged as a private company. After stabilizing the business following five consecutive years of secular revenue declines, sold it in four transactions in 2011-12.

Led the financial turnaround, including implementing an ERP system, during a fast growth phase of a $60 million provider of security products for the hotel, casino and cruise ship industries. The company is a subsidiary of a $5 billion publicly traded Swedish corporation.

A publicly traded $600 million hardware, software and services company with 3,000 employees operating in 15 countries in 1998. BancTec was purchased by a private equity firm in 1999; however, it continued to be an SEC registrant due to having public debt outstanding. BancTec’s customer base was mostly large financial institutions and personal computer manufacturers. Director of Corporate FinanceBancTec, Inc.2002 - 2005Responsible for worldwide Treasury, Tax, Credit/Collections and Risk Management. Reported to the CFO. Divested Japanese operating division and Chilean equity investment. Saved $1.1 million in property taxes. Established the legal and tax structure for expansion into five European countries.

Directed the Business Management Office, Billing, and Credit/Collections during a liquidity crisis. Reported to the CFO. Lowered DSO from 79 to 38 generating substantial cash flows and resolving the liquidity crisis while improving operational efficiency and customer satisfaction.

Started-up the Internal Audit function. Directed financial, operational, and information technology audits, special projects and major project initiatives resulting in $1.8 million additional profits.

A $1.4 billion media company with newspapers and television stations operating in many U. S. markets.Performed financial and operational audits resulting in improved operational efficiency, internal control and cost savings of $1.7 million. Participated on the transition team of a $1.8 billion acquisition.

The domestic exploration and production division of an international energy company that was sold to BP in 2000. Audited offshore oil and gas properties that resulted in $2.1 million recovery of lost revenue.