Our mission is to help small and medium-sized businesses on their climb to sustainable, transferable business value. FocusCFO empowers business owners with sound financial management, forward-thinking insights and tools, and proactive financial strategies so businesses and organizations can improve internal cash flow, reduce business risk and increase the value and efficiency of their business or organization.We work with owners of businesses, typically with $3-$30M in revenue, that are often feeling:Stuck on the climb to the next level with their businessOverwhelmed by the challenges of growthFrustrated with business performance and cash flowWorried about building a business with value that achieves their goals

Building the fiscal strength and profitable growth of a private equity-owned $180M warehouse and distribution systems company serving retailer fulfillment centers. Identifying opportunities to increase cash flow and profit margin, integrate teams, and deliver cost savings. Reporting to the VP of Finance for the Manufacturing Division, instilling a positive corporate culture through significant organizational changes. • Maintaining 25% profit margin on $180M despite serious shrink and post-COVID customer pullback• Identified downsizing and 10% cost savings opportunity via plant closures and outsourcing fabrication • Drove a $3M annual savings and inventory reduction of 25%, leading a cross-collaborative team in prioritizing inventory needs, which led to space savings• Prepared and delivered monthly reporting and insights to Private Equity Fund leadership • Due to work fluctuations and a volatile market, designed union staff reduction of 50% in one years, arranging buyout packages for union workers who elected not to transfer into other areas of business• Transitioned company through complex post-acquisition challenges, guided business continuity with the integration of an $800M company with 250 employees; worked closely with IT on systems and finance integration, and HR leadership on relocation bonuses, incentives, and severance packages • Partner with other functional leaders providing counsel on achieving financial and operational goals, including facilities, real estate, HR, IT, forecasting, and budget planning • Participated in the development of ERP design projects and implementation, as a committee member providing finance-related process clarification as needed

Recruited to the position of President by the owner to prepare the company for sale, and into CFO role to work with broker and buyers in executing sale, leading transition during a challenging time.• Led multiple pre-sale initiatives to increase cash flow, reducing 90-day payments to 30 days, and implementing processes in operations, purchasing, and other departments to generate revenue • Drove plans to ensure strong client relationships throughout the purchase, from managing pre-sale communications with clients to inform of pending purchase to ongoing internal updates• Managed the eventual shutdown of the company after purchase by a private investment group, from operations to people, including informing other companies of available skilled workforce for hire

Transformed profitability and guided long-term strategic growth for custom welding operations serving the rail industry, military, and large drilling and mining corporations. Oversaw financial planning, forecasting, goal setting, and performance tracking against key metrics. Led Human Resources, IT, Purchasing, and Administration functions, projects, and people, driving continuous improvements throughout the operation.• Responsible for a $25M annual budget and performance of 110 employees with six direct reports. • Identified IT services supplier to outsource all company IT needs, including cybersecurity, implemented a new ERP and system updates, and created a new employee ticket system, saving significant time and costs while simplifying several processes• Oversaw IT agency in alignment and data migration of multiple systems into one cloud system helping employees work more efficiently during COVID-19, speeding up systems to accelerate the payment process• With operational impacts due to COVID-19, worked directly with the CEO to create structure and policy changes for remote work and to support in-house employees to work safely• Completed the PPP (Paycheck Protection Program) application for small business assistance due to COVID-19, secured $1.5M in PPP funds; wrote the loan forgiveness application• Identified opportunity to save 40% by transferring the internal HR function to a third-party resource; overseeing resources in improving benefit programs, pay structure, recruiting, hiring, training, policies

Change leader in a CFO role reporting directly to the CEO and Board, leading company turnaround with the development and execution of new profit plan, cash flow models, cost savings plans, vendor negotiations, contract strategies, and other operational efficiencies.• Turned a three-year track record of losses into profitability without significant cuts to the workforce, and zero impact on productivity• Led financial decisions and strategies to redefine the company’s service, quality, and name, identifying key capital equipment investments to attain higher ROI• Proactively secured positive relationships with bank and financing representatives to ensure continuous cash flow and fiscal health for the company during the transition

Directed fiscal functions for a $40M North American subsidiary of a $110M global corporation. Full responsibility for all financial functions and operations, technology and integration, banking relationships, tax documentation, regulatory and reporting requirements, external resource management, and administrative functions. A trusted partner to the C-suite team, delivering reporting and strategy input.• Led exponential organizational growth: starting with two customers, five employees, and $3M in sales, and driving and managing growth to 20 customers, 29 team members, and $40M in sales• Led Risk Management program saving $140K in insurance costs by negotiating a global plan• Converted organization from QuickBooks to Microsoft Dynamics AX• Served as Trustee of the employee 401K program• Built cost analyses for all incoming products to determine costs and pricing strategies• Delivered year-end audits, including International Financial Reporting Standard Work papers, International Transfer Pricing Study, and final sign-off on all tax filings• Provided continuous refinement of the budgeting process by educating departments and business unit leaders on financial impacts

Guided the financial strategy and functions for a variety of companies in several industries, including daily operations, grain elevators, grape and nut farms, heifer ranches and other agriculture and non-ag investments. • Managed an internet risk of $250M of debt for multiple organizations, managing interest rate swaps, bond financing and long-term locks• Established a carbon reduction plan for a client that could generate millions in additional revenue from the sale of carbon credits with use of Ag Methane Digesters• Played pivotal role in obtaining the largest Agricultura loan with Met Life ($46.7M)• Acquired seven additional dairies that added 17,000 additional dairy cows to the milk production of the national organization • Negotiated all financing, rates and lease terms with banks and lending institutions• Administrator for all online banking with responsibility for maintaining internal controls• Provided oversight and due diligence in acquisitions of new dairies and land, working with appraisers, environmental assessors, legal counsel and banks

Reporting directly to the CFO, directed the financial health, operations and growth of a for-profit organization with a network of 87 public charter schools serving more than 59,000 students in nine states. Led internal and external resources, and developed strategy and forecasting to accommodate swift scale-up for fast growth of charter schools (In 2001, NHA was #19 on Inc. 500’s list of America’s fastest growing companies).• Guided development of a consolidated 10-year financial forecast for the operation, requiring much collaboration with senior management• Directed needs assessment, research and purchase of technology for organization, negotiating rates and lease, successfully lowering bank rate terms by 3.25 points• Created presentation resulting in a $125M Moody bond rating of Baa3, the first of its kind for a Charter School Management company• Led group of outside consultants on developing a model to assist in forecasting investment Rate of Return on potential future school sites • Trained new principals on business financial model, budget procedures, bonus criteria purchasing and payroll procedures • Analyzed enrollment, funding, capacity, construction wages, property tax allocations and technology cost trends to prepare insights and recommendations for senior team• Worked directly with CFO on presentations for banks, investors, and Board Members to secure buy-in, funding, and resources• Owned all financial reporting, budgeting and forecasting for two other subsidiary companies of NHA