(National provider of hearing health solutions operating 300 locations)• Provided thought leadership in development of one brand, one culture, one company including process standardization, compensation structure, staffing model, pricing strategy and contracting strategy.• Led merger of over 25 legal entities to five legal entities and 15 acquisitions consolidating back office processes to Naperville while holding staff levels.• Transformed finance department from a transactional and consolidating reporting function to an operational business analytic and control function.• Improved acquisition due diligence processes and integration processes resulting in condensed timelines and improved post integration performance.• Completed first time audit of operating entity with no audit adjustments.• Remediated Internal Audit findings reducing risk profile from high risk to inherent business risks within 24 months. • Consolidated five processing hubs to the Central Business Office in Naperville, standardized processes and implemented new clearinghouse and lockbox.• Executed practice management and medical billing RFP with recommendations, led US project team in requirements definition, testing and implementation. • Developed oversight committee and decision making framework for Real Estate portfolio review, relocation and renovation programs and capital management.

(February 2011- March 2012) Interim CFO• Provided monthly results review of P&L and balance sheet metrics to executive team with a focus on variance to plan and indicated actions to achieve goals. • Contributed and provided financial support to strategy plan development. • Led SG&A reduction effort resulting in $7.0 million in annualized savings across all functions of the organization. • Coordinated financial due diligence for $80 million acquisition resulting in $3 million purchase price reduction for tax concerns identified. • Developed and executed acquisition integration plan for close the books activities, purchase accounting and working capital adjustments. • Reduced annual global audit fees by $0.6 million while delivering audit financial statement on time and on budget. • Project leader of the establishment of a record to report transaction center and process improvement initiative resulting in a 3 day reduction in close cycle and elimination of staff positions delivering $0.3 million in annualized savings.• Project sponsor for outsourcing of payroll processor resulting in reduction of $0.3 million in consulting fees improved accuracy on delivery of payroll services including tax filings. • Led successful relocation of corporate accounting and tax functions in three month transition including recruiting, training and developing team of eleven members while maintaining financial close accuracy and timeliness

(Specialty retail jeweler, $300 million revenue, 312 stores)Senior Vice President Finance – 2003 to 2007 • Key member of Senior Management Group responsible for design and implementation of process changes throughout organization.• Prepared forecasts of a short-term cash flow analysis, in connection with bank negotiations, including covenant definitions. Refined weekly cash flow models to manage inventory borrowing base levels, cash availability and financial covenant levels associated with an amendment to the loan facility.• Key members of the Sarbanes Oxley Steering Committee, led efforts for inventory control, merchandising and budgeting. Implemented required controls and reporting immediate corrective action as needed resulting in an unqualified audit opinion.• Prepared information related to strategic alternatives considered by executive management to address capital requirements of the business, including five year financial models and board presentation. • Helped negotiate store closing agreement with third party liquidator to close 77 stores eliminating $5.4 million cash losses and disposing of $45 million of excess inventory. Prepared required materials for bid packages, store turnover procedures, and weekly reporting to support information needs for closing sale reconciliation.• Lead an inventory control initiative through a multi-functional task force to reduce distribution center shortages from $1.7 million loss experienced in June 2002 to under $0.2 million on an annual basis.

• Recruited and developed financial team to support financial reporting and internal control requirements of a public company.• Researched accounting treatments, analyzed transactions, established information tracking requirements and recorded acquisition of 36 stores and successfully planned and executed turnover process.• Lead project team on successful system implementations including, but not limited to general ledger, accounts payable, cash reconciliation systems and consignment inventory processing. • Assisted as project team member on POS implementation, merchandise management implementation and integration with financial reporting systems.• Assisted in negotiation of financing arrangements in connection with IPO. • Provided financial information required for S-1 filing connection with IPO.

• Reduced monthly close cycle by five days through implementation of systems including accounts receivable, inventory, general ledger and promotion forecasting.• Identified unexpected significant increase in inventory, analyzed purchasing procedures, uncovered system design issues, proposed and implemented recommendations resulting in a 40% reduction in inventory in six months.

• Instituted monthly balance sheet reporting, as part of monthly close processes.• Implemented fiscal year change with stub period reporting from August 31 to January 31, and consolidated five Companies into one during same period.• Planned year-end audit review, recommended an increase in prepared by client schedules reducing audit costs by 15%.

• Developed and implemented consolidated forecast model for P&L, balance sheet and cash flow for the consolidated Company and individual promotion and division performance for the direct mail business.• Automated daily cash tracking process resulting in efficiencies in forecasting monthly cash flows.• Analyzed competitor’s financial statements for executive management review.

Planned and supervised external audits primarily in the consumer products industry.