Founded a catering business in 2014 and had the desire to get directly back in the game serving people in the field for morale boosting or customer appreciation. We will provide a meal your recipients will appreciate and ask to have us back!

Now, Linx Bar & Grill still stands as an emblem from over a decade of work surviving Covid and thriving as the only restaurant and bar serving the public golf course in Odessa.I established The db Experience as a parent company to provide food service to oilfield workers in remote area of Texas. I marketed and developed the business—ultimately establishing contracts with six corporations—leading to exponential growth in six months. After launching the prosperous catering business, I repeated my success by building three brick-and-mortar restaurants. Starting with Keith’s Hamburger Station II and quickly followed by Texas Soul Café, I leveraged the experience and knowledge gained from the catering service. With the addition of bar-seating and adult beverages and tried-and-true menu options, the restaurants’ popularity grew quickly. Then, I acquired the restaurant space located on the property of a municipal golf course. After refreshing the old space, the new Linx Bar & Grill was met with great exuberance by golfers and the public. DELIVERED RESULTS:► In 6 months, launched and grew start-up to largest food catering and delivery service to the oilfield crews. At peak, we served 5K plates weekly.► Built debt-free business leveraging cash to grow asset position while maintaining positive cash flow.► Negotiated 30% of cost with top supplier, lowering overall costs by 3% and earning a 3% rebate on purchases.

I am thrilled to be part of the Business Transformation Team, where I collaborate on developing digital solutions and business applications that enhance our product delivery and service provision, surpassing customer expectations. My role involves working across departments to promote collaboration and eliminate operational silos, thereby enhancing efficiencies across the value chain. Employing an "incubator-like process," we are developing new processes and procedures, and subsequently, filling these roles with adept champions to optimize efficiencies and enhance our corporation's enterprise value as we scale.

Worked with field operations to create accountability and standards to reduce LOE by over 18%.Developed FP&A department to work hand in hand with operations for strategic growth initiatives.Leader for finance and accounting teams (some third party) through due diligence, PSS, and to close an acquisition with a publicly traded oil & gas upstream operator. Responsible for all functions and departments related to: Accounting, LOS Management, Bank Compliance Reporting, Financial Planning & Analysis, Hedging Contracts & Positions, Oil & Gas Marketing, Investor Relations, Social Media/External Public Relations, Production Accounting, Regulatory Reporting, Vendor Management including approving and negotiating all contracts and MSA's, Information Technology, Health, Safety & Environmental, and Human Resources.

Working in tandem and under the leadership of the CFO, I will play a significant role in financial modeling, customer marketing, acquisitions, and joint ventures. In addition, I will be collaborating with the management of other units, ensuring alignment across the company's key priorities. I will still oversee and manage the Supply Chain team where we have seen exemplary success over the last nine months. Through transportation challenges, raw material constraints, we have improved the value chain of the organization by treating our vendors like customers; building sustainable relationships. We have improved DIO by 65% by creating effective inventory controls and reduction strategies. As we move through 2022 into 2023, we plan to align the plant with sales to ensure our key accounts sustain quality products, meeting delivery time while providing fair pricing to our customers. Our next steps are developing native technology that will improve monthly financial reporting while also giving visibility to department leadership; allowing management to stop managing problems and begin managing solutions.

Responsible for leading, standardizing and driving logistics initiatives and projects globally across for the company. This includes initiating improvements in logistics operations and facilitating a strategic outlook to improve the logistics capabilities. Leads and implements projects of higher complexity related to transportation, distribution, and logistics systems, as well as improves tools, process, productivity, and compliance activities. Responsible for making an impact on the company as we architect scalable processes, maintain strong partnerships with all vendors, meet department needs on a timely basis and evaluate and recommend new technology to enhance standards and drive P&L metrics.Improved balance sheet: converted dead stock inventory to cash, reduced DIO (days inventory outstanding) from 105 days to 55 days in 8 months. Led inventory reduction initiative with Controller and COO improving AP aging by 45%; improving cash flow and relationships with vendors reducing all aged balances (never accomplished in previous 5 years)Developed additional processes for inventory reduction to improve cash flow, maximizing inventory turnover, improving JIT manufacturing capacity, this improved sales capacity and grew margin by 7% and overall revenue by 42%Culminated two departments into one reducing headcount by over 30% and reducing total payroll by 40% saving over $165,000/year in annual payrollTrained direct reports to improve excel and communication skills to increase productivityLed steering committee for ERP transition and managed third party developers to design native apps to improve the plants value chainMaintain strong relationships with vendors and key suppliers to deliver operational outcomes and increase agility in the supply chainBuilt strong partnerships internally to align supply chain outcomes

Provide oversight to maximize efficiencies in sales support and operational processes. Plan and coordinate administrative procedures and systems, utilizing technology to streamline processes. Recruit and train personnel to provide support to the sales team and the manufacturing plant. Assess staff performance and provide coaching and guidance to ensure maximum efficiency. Manage invoicing and batch ticketing departments. Track BOLs & develop inventory control models to maximize the plants throughput. Monitor inventory of raw materials, WIP & finished goods to maximize cash flow. Provide the controller with future cash flow statements for raw material orders. Provide pricing to the sales department. Plan the purchasing of new material with attention to budgetary constraints. Keep abreast with all organizational changes, market conditions, and business development activities. Responsibilities include but not limited to:Oversight on incoming and outgoing BOLsInvoicing all products soldRaw material inventoryFinished goods inventoryBatch ticketing process input from raw material to finished goodsNew product developmentPricing for existing and new products Oversight of Management of Change process through product changes in lab or plantDevelop cost models for what if and if then scenarios looking at market conditions, raw material movement and manufacturing expensesQuoting all customers for quote requests for our product lines Provide revenue and margin reports to VP of Operations, VP of Sales, & COOBuilt open order report that could be accessed by multiple departments to relay sales orders and production needs to satisfy fulfillment.Develop analysis reports for executive teamBuild monthly PPT deck for management reportingProcurement, sourcing, and timing of delivery for all raw materials.Sustain relationships with vendors Look for new potential vendors who can supply raw materials for the organization’s products

Responsible for the sourcing and purchasing of specialty and commodity chemicals. Providing organization and communication to manufacturing operations, Researching and tracking raw materials to ensure the company is maximizing production as well as making insightful buying decisions.

Working with all departments communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver results while continuing to align employees’ competency development plans, their personal goals and incentives, with strategic objectives outlined by the needs of Imperative Chemical Partners.

I was hired as Manager of Safety to mitigate OSHA and EPA violations. I was responsible for monitoring the removal of physical, biological and chemical hazards, and training employees on safety policies, procedures, and regulations. My duties involved staying aware of health and safety regulations to ensure all necessary records were adequately maintained and prepared according to established guidelines. I also managed the participation in Occupational Safety and Health Administration (OSHA) inspections, providing inspectors with appropriate documents and identifying implemented safety measures. As I delivered positive results quickly, I became a trusted adviser and liaison to the Vice President of Administration and the Executive Vice President regarding projects, tasks, and operations. Recognizing that workplace injury prevention can drive down insurance costs and reduce productivity loss due to missed work time, I enrolled in classes and earned my Certified Ergonomic Assessment Specialist credential. My familiarity with standard concepts, practices, and procedures regarding musculoskeletal injuries and repetitive traumas allowed me to implement measures that prevented work-related injuries. With a bit of creativity and latitude, I communicated a safety-first mindset that influenced all levels of the organization and changed the workplace culture.DELIVERED RESULTS:► Trained 200+ employees on workplace safety best-practices and regulations. ► Wrote 20+ corporate safety policies, exceeding expectations.► Renewed MSA’s with global O&G operators through improved safety policies and processes to improve metric scores listed in ISNetworld & PEC Premier.

I was hired by the CEO to address a serious cashflow problem that this rehabilitation center was facing. Within 1 year, I significantly improved the company’s cash position by developing reporting processes and improved back-office processes by streamlining personnel duties and responsibilities. Recognizing that we were operating with slim profits, I implemented new marketing initiatives and restructured contracts with vendors to improve the profit margin. DELIVERED RESULTS:► Grew revenue in 9 months and improved profit margin from 3% to 12% in 6 months. Established processes to generate aging report and guidelines, which Omega still uses to manage escalating business growth.Reorganized marketing initiatives and restructured vendor contracts.Created accounting reports from scratch and developed finance process to improve cash flow and formalize collection effectiveness.Developed baselines in multiple revenue centers to establish break-even, improve financial basis, and improve retained earnings.

As a consultant, I was hired to improve and assist the Vice President of Operations to reduce collections, streamline paperwork, and manage remodel of interior spaces. I also mentored the sales manager to develop strategies for acquiring international accounts to increase plant productivity.DELIVERED RESULTS:► Increased sales annually and improved profit margin from 3% to 12% in 6 months.Collected 100% aged invoices (90 – 365+ days). Reorganized marketing initiatives and restructured contracts with vendors.

I was assigned by the president to develop new systems to improve corporate value chain. In doing so, I overhauled the existing accounting processes and extensively improved cash management practices.DELIVERED RESULTS:Restructured entire accounting process to streamline process flow, alleviate receivables constraints, trained 10 employees and managers on new processes, software, and strategic implementation. Revamped internal finance department to generate and sustain positive income.

I reported directly to CFO and was charged with improving cashflow and collections from the national licensees. In this role, I significantly reduced aging reports for three separate corporations. I assisted the sales and marketing departments with development and implementation of new marketing processes for B2B sales. I also organized and conducted collection training seminar at national symposium.DELIVERED RESULTS:Trained physical therapists, doctors, and health care managers on efficient and effective collection strategies to improve monthly cash flow.