Helping companies with strategic, financial, and operational initiatives. Leading transformational change and growth in a variety of companies across diverse industries: manufacturing, construction, retail, professional services, publishing, medical services and medical devices.• Finance: High-level operational and finance experience, as well as skills in forward-looking strategies, modeling, and leadership• Problem-solving: Tactical problem-solving, making crucial decisions, and managing relationships with stakeholders• Financial reporting: Streamlining financial processes and mitigating potential risks• Strategic planning: Leading financial planning and analysis, including ensuring accurate financial statements, managing cash flow, budgeting, EBITDA, and margin focus• Operations management: Solid experience and skills in operations management and operational performance improvement• Leadership: Bringing the team together and leading them forward while balancing financial management• Senior leader who has the ability and experience to quickly assess crisis situations and determine a course of action quickly• Turnaround management: Managing bankruptcy, liquidation, distress, and crisis situations• Effective AR and AP Management• Collection and Credit Management for financial stability and healthy cashflow with delinquent account action plans• Customer to Collect Strategy – Account Setup to Cashflow• ERP, OTC, New Technology Implementation and Innovation• Financial Modeling to accurately project a company's future financial performance.• Funding and Debt Structures • M&A, IPO, Exit and PE experience• Strategic Vision Mapping/Plans • Strategic Growth Initiatives • Customer, Market and Competition Segmentation and Analysis• Lead Generation, Sales, and Business Development • SOP Process, Audit, Tax, and Compliance • Scorecard, Dashboards, KPIs and Accountability; using technology infused implementations• Logistics, Supply Chain, Vendor Management

Led a cross functional team responsible for professional services that included sales, finance, engineering, sales support, and operations. This included holding full P&L responsibility and leading the financial strategy.• Developed generalized and verticalized go to market strategies through formation of dedicated Sales Enablement and Value Engineering functional teams.• Built sales teams that delivered a lead generated pipeline to begin revenue diversification.• Created a new debt structure to improve cash flow and make the debt a more cost-effective form of financing.

Led a team of 60, with 5 direct reports, responsible for sales, finance, development, design, operations, and manufacturing of product line of shooting range systems and equipment. This included owning company financials with full P&L responsibility and improving company margin by 6 basis points.• Led cross functional teams of sales, finance, project management, manufacturing, engineering, warehouse, and supply chain to work seamlessly and align priorities.• Stimulated the development of a new corporate culture based on accountability and reaching performance objectives to the executive team and all employees.• Built $100M pipeline that powered 25% revenue into new international focus to diversify.• Implemented new technology in manufacturing process to increase production by 15+% with positive ROI.• Drove $1M EBITDA with new revenue conversions and new markets.

Led a team of 81, with 5 direct reports, while driving the strategic growth that tripled revenue of this custom, mechanical solutions for commercial, industrial, and medical industries company. This included delivering strategic vision into a financial/operation, executable action plan. Drove financial strategy and accountability with full P&L responsibility.• Added $10M in revenue < 3 years with expanded customer base and new products.• Negotiated with overseas vendors to obtain competitive prices and improved margins.

Led a team of 200, with 7 direct reports, responsible for the design and implementation of business finance and operations, establishing policies that promote company culture and vision, and day-to-day operations. This included owning finance and holding full P&L responsibility.• Served as a leader for cross-functional performance with sales, engineering, project management, operations, and production to the aligned vision and execution plan.• Performed sales transformation to increase sales performance by 20+% and diversify sales into new markets to expand product market share and reach.• Designed and implemented operational improvements that were instrumental in increasing on time deliveries to clients by 50%+ in one quarter.

Led a team of 220, with 13 direct reports, across 16 business units while implementing concrete steps to achieve the company’s strategic direction. This included owning all company financial functions and holding full P&L responsibility for all combined business units.• Set strategic vision into actionable 1,3, and 5 year plans that drove EBITDA from 16 units into 5 different companies, into 1 US based corporation. • Oversaw critical company initiatives and managed daily operations with discipline leaders throughout the company's departments. • Developed a global System Integrator strategy and partner network which was critical for expansion, new onboard of e-book technologies and economies of scale. Results were 5 – 10% growth across all business units.• Created and launched a new inventory management system that decreased on-hand inventory by 15% while increasing annual sales by 10%.• Redeveloped the standard operating procedures in such a way as to realize a $2.8M cost savings annually upon implementation

CEO responsible for providing strategic, financial and operational leadership for commercial construction nationwide. Developed strategic growth initiatives to expand revenue channels into new markets.Debra Mahoney Woman Owned.

Executive leader responsible for acquisition, turnaround and successful sale of the Musicland division consisting of Sam Goody, Suncoast, and Media Play brands. Responsibilities of organizational restructure, technology integration and sales&field operations with full company $1.5B PnL oversight. Successfully led a $32M real estate and construction rent abatement initiative to increase cash flow with 1,000+ company portfolio to fund turnaround.M & A experience, divestiture and PE experience all with the Musicland brands.

1999 - 2001Net Perceptions - Executive Vice President of Business DevelopmentLed a team of 25 with 3 direct reports, responsible for the transition business from sole internet technology to multi-channel retailers. Led strategic vision and execution plan of business development to reach new markets and channels to create a new segment of business.1996 - 1999The Childrens Place - Senior Director of eCommerce, Store Planning, Allocation and DistributionLed a team of 100 with 5 direct reports, responsible for delivering P&L results and building strategic operating capabilities/efficiencies across retail distribution, direct to consumer fulfillment, and store operations channels.IPO team - September 1997 PLCE, NASDAQ1992 - 1996J.Crew - Director of Inventory Strategy, Distribution, and OperationsLed a team of 12, with 3 direct reports responsible for direction and execution of store planning of all mail order distribution and store types. This included warehouse distribution, operations, supply chain, logistics, and vendor management.1990 - 1992The Gap - Director of Planning, Distribution and OperationsLed a team of 8 with 2 direct reports, with responsibilities to develop Global Fulfillment strategies into the day-to-day business operations.1987 - 1990Merrill Lynch Capital Markets - Financial AnalystFinancial Analyst responsible for building financial models, executing financial analysis and performing due diligence. Created presentations and conducted research on company, segment, industry and competitors.