$100M Private Equity Owned Software/Service business servicing the automotive repair segment. Growth through both organic and multiple acquisitions.•Build Finance team and processes from ground up to support high growth Software/Hardware business•Develop KPI and Financial reporting processes and template to support Board, Bank and C-Level reporting needs•Created Revenue and customer metrics to create insight into customer and product behavior•Work closely with Accounting for monthly close document and cash flow forecasting•Created commission structures for Sales teams to incent desired new business and retention behaviors. •Designed 1 and 3 year driver based Budget and Forecasting processes that drive departmental ownership and accountability•Collaborated cross functionally to develop market disruptive strategies to maximize growth and enterprise value.•Developed new GL String and P&L for ERP migration

•Responsible for all financial functions (FP&A, Budget, Forecast, Strategy) for $100 million software business comprised of 3 independent business lines. (Automotive Repair Shops, Automotive Enterprise Insurers, Medical Claims processing)•Saved $400k annual BPO expense by controlling headcount using capacity models that match staffing levels to seasonal and volume-based needs.•Strategically launched five new products that have delivered $10 million in ACV with a strong continued growth rate potential as more enterprise customers start their RFP processes•Created commission structures to properly align both capacity and enterprise sales teams to company growth and retention targets. •Developed strategic plan to disrupt current market trends and regain foot hold in the insurance claims business which has a revenue potential in excess to $50 million•Saved $4 million in salary expense through headcount control and consolidation efforts

Principal Consultant developing Strategic Plans and business models for Entrepreneurial Ventures trying to raise equity, plan capital, and gain additional insight into their business to ensure solid business growth while staying within financial covenants.Drove merger activity both domestic and international for international corporation

• Mergers & Acquisitions, Strategy Development, Strategic Planning, Negotiation, sale of 60 corporate owned restaurants worth over $40 million in support of a strategic refranchising initiative. • Captial planning and approvals, lead the development of business cases for over $250 million in capital spend for presentation to TGI Fridays and parent company executives.• Development Leadership Team was recruited to participate in a leadership team commissioned to change the processes and culture of the company associated with our Reimage and New Store development efforts.• Project Vigor worked with the Franchise community to develop a tool that tracked and benchmarked store performance and measured the financial health of Franchisees to identify risk.• Capital Planning responsible for the budgeting and forecasting of a $100 million capital plan the required the development and maintenance of many interdepartmental relationships.• Ad Hoc responsible for the development of Strategic Analysis in support of both TGI Fridays and parent company chief executives• Project Tracking worked with multiple departments to develop tools to change the way they tracked costs associated with capital projects to both keep executives appraised of the current spend and develop departmental accountability to their budgets

• Served Chief of Staff role for CEO initiated and drove projects for CEO, developed strategic alternatives to improve both the franchising and corporate business models, served as a sounding board for CEO. • Increased average store revenue 92% by using Real Estate to penetrate new demographic Developed a successful business plan to justify the cost of a new restaurant concept to franchisees resulting in revenues 92% higher than corporate average.• Directed Distribution Center Migration that saved 20% on Distribution Fees. Successfully led team consisting of Pizza Inn and Roma staff to coordinate both IT and logistical related issues. • Developed Business Tools for Management to automate previously manual or non-existing processes using Microsoft Excel.• Performed Valuation and ROI analysis Valued and made recommendations for CEO regarding Corporate Stores and Franchise acquisitions exceeding $1 million dollars.• Developed and Implemented Pricing Strategies developed pricing strategies to meet the needs of both corporate and franchise customers.

• Recovered $400 million in Senior Secured Debt between RTFC and our client. My team developed a discounted cash flow valuation, transaction valuation and market valuation to triangulate the value of the company. Recommended alternative harvest scenarios for a failing business working solely on DIP financing. • Expected $21 million in new revenue generation based on a pricing model built in under 2 weeks for Apollo Group – University of Phoenix. This business tool enabled the client to individually adjust over 3,000 different pricing scenarios with different roll out schedules on 80 campuses and for each campus there were 40 different programs. The client could understand how these changes would affect their bottom line and allowed the results to be viewed by any of over 90 different summary options. Worked directly with the VP of Finance. • Developed effective turnaround scenarios for a company going into bankruptcy for JPMorgan Chase. We performed a market and product profitability analysis that drove decisions by executive management to change pricing structures, exit markets, and sunset products that weren’t profitable anymore.• Directed Integration of Facilities, Finance/Accounting, Legal and Purchase & Asset Management with $2 million in synergies expected to be achieved over the first 2 years excluding headcount reductions for a Private Equity firm (over $4 billion of equity capital under mgmt). Each team consisted of approximately 6 employees representing both companies. Worked with the Chief Financial Officer.• Orchestrated expert testimony in several litigation proceedings proving falsified financial statements of the defendants and actual monetary losses to our clients. Defendants had up to $900 million in annual revenue.• Authored fully integrated business models for clients including the income statement, balance sheet, and cash flow statement forecasted out over 5 years.

• Led the Property Accounting Remediation Team and met the final requirements for MCI’s emergence from bankruptcy in under one month. Directed the rewriting of all the policies that fell under 3 different managers to ensure the issues that caused the bankruptcy would not occur again.• Exceeded industry benchmarks for achieving Sarbanes Oxley compliance meeting all requirements in less than one year. Headed a cross functional team of 3 managers, 4 external consultants for a significant segment of the project. Developed workflow processes, provided training and implemented a program on new software rollout for domestic and international operations. Served as gatekeeper on IT capital spending.• Coordinated key M & A research to support the MCI audit during bankruptcy. • Directed all the allocations for International Engineering and a 3 member team to manage all the expenses using shared network pieces in Europe and Asia. • Drove changes in the company’s product offerings generating efficiencies in excess of 10 million dollars.• Awarded Activity Based Costing (ABC) tool implementation by a SAS for 2003. Pioneered and implemented ABC tool to comply with new external reporting guidelines, product level profitability.