As a consultant, I was able to jump into various businesses and prove accounting is accounting. Each business has its own needs, plans, and culture, and I enjoyed learning the nuances of each. For a little while, after Exelon, I was a partner in a consulting firm focused on renewable energy, which is a very exciting sector of energy I keep a hand in through continued bookkeeping for my former partner. Other clients included a food cupboard and re-homing non-profit and an engineering company with various related entities that was preparing for an increase in partnerships.

The owner of Mirador Global, a healthcare consulting firm, had engaged me as a consultant to revamp bookkeeping. He recommended me to COEUS to do their accounting before they merged to form CEOUS Holdings, which hired me full time as a Controller. In June of 2021, I was promoted to Vice President and tasked with helping the organization attract a lucrative private equity deal as part of a 3-5 year plan. The company is on track to double revenue year over year, and has already received a few offers. With the number of projects increasing exponentially, I created new processes to better capture project status and evolve reporting. Having real-time data also enabled us to deliver timely status updates to clients, which deepened their trust in us.

“Queen of Wind” was a name given in jest, somewhat. After the tumultuous acquisition of John Deere wind assets worth $860M, there was a lot of information to break down and compromise needed to integrate the new team into our technology and processes. I liaised between the John Deere wind development team and our own, feeding the information needed from John Deere to the appropriate Exelon personnel and vice versa. I worked with IT to integrate the data feeds that the trade floor needed and fed into the appropriate reports.. In the end, relationships between the two groups bloomed and I became the go-to for wind issues. As we entered new markets, I helped advise on win-win purchase power agreements (PPAs) that minimized risks and exposures while maximizing mutual benefits. Previous asset optimization experience helped prepare me to assist the trade floor in determining and bidding operations policy to continue to be profitable with our assets within the MISO region. Specifically, we needed to understand the system constraints that would cause pricing to be higher in certain areas than others. I also advised generation owners on seasonal versus annual capacity auctions. My 13-year tenure at Exelon was fertile training ground for how to account for assets and model them for future performance.

When I started working at this small international clock timing chip manufacturer, they were a public company. So, I initially learned: ♦︎ Financial statement preparation♦︎ Public filings♦︎ 10Qs♦︎ 10Ks ♦︎ Inter-company consolidations♦︎ Account reconciliationsThey then did a Management Buy Out (MBO), taking the company private, a public bond offering, an IPO and a secondary offering. It gave me an invaluable experience while I took and passed CPA exam.