Responsible for Apogee’s enterprise-wide financial, IT, and operational audits, and for oversight related to internal controls and the SOX compliance program. Responsible for understanding, assessing, and advising on the enterprise’s risk environment. Establishes the design, and facilitates the execution, of value-adding and value-sustaining internal audit projects. Aligns internal resources and a co-sourced internal audit provider, and collaborates with the external auditor and corporate finance leaders to accomplish financial reporting control objectives. Collaborates with corporate enterprise risk management leaders in support of broader risk assessment and mitigation objectives, aligned to top enterprise operational and strategic objectives and initiatives.Collaborates with General Counsel to support compliance-related governance structures and risk mitigation objectives for the enterprise.Accountable to the audit committee of the board of directors and CFO, and supports objectives of the executive team, finance, and IT organizations.Leads in an environment embracing transformation, performance, and corporate responsibility. Apogee is a leading provider of architectural glass, aluminum framing systems and installation services for enclosing buildings, and value-added glass and acrylic for custom picture framing and displays. With revenue of approximately $1.5 billion, Apogee Enterprises consists of multiple operating companies, operations across the U.S., Canada, and Brazil, and approximately 7,000 team members.

Delivering leading-edge ERM, Accounting & Finance solutions. Providing consultation and resources to businesses with strong growth objectives. Contributing risk management expertise and leadership that holistically and strategically supports growth objectives, then pragmatically applies methods and tools best suited to managing risk related to compliance with laws and regulations, financial control, information technology and privacy demands, and operational imperatives. Working across industries, including financial services and retail.Coaching growing and entrepreneurial businesses as they define and implement a system of strategy development and performance management tools, disciplines and processes needed to support their on-going growth and success.Providing accounting and finance solutions on a project basis or as an on-going fractional resource.

Providing risk and control management services to Wells Fargo Bank. Focused on risks related to financial, regulatory and risk reporting. Operating within the Enterprise Controls and Oversight function.Collaborating with various line-of-business risk management and control leaders. Troubleshooting errors and issues to assess implications, define appropriate mitigating actions, and manage through the risk management life cycle. Support use of risk management systems used to track risks and mitigation (Archer) and assist with risk governance reporting. Align with control testing teams to assure validation that mitigation is in place.

Dan served as the leader of the Enterprise Risk Management (ERM) function at Buffalo Wild Wings. Recognizing that risk management disciplines have evolved in recent years, Dan helped develop an industry leading ERM capability, which includes aspects of risk inherent in corporate strategies. Dan supports the Board of Directors in risk oversight and consults with executive leadership on risk intelligence, strategic risk and "risk appetite." He meets with the governance committee of the board of directors quarterly, facilitates the Executive Risk Steering Committee, and facilitates Risk Leader engagement in the ERM program.The ERM program facilitates top-level recognition of key risks to success and performance objectives. It brings together stakeholders, provides visibility, drives risk assessment, and supports management as they decide which risks are within or outside of the company's appetite. The program recognizes that risk has aspects of opportunity as well as threat. It monitors risk in areas including technology and information security, compliance, food safety, social media, responsible alcohol service, wage and wing cost pressure, franchise relations, and many other areas. The program recognizes the need for agility in a rapidly changing and increasingly complex environment.

Dan created, staffed, developed and matured the internal audit function for Buffalo Wild Wings, one of the most successful and fast growing restaurant companies of the past decade.The function today supports a company of over 1,250 restaurants in 50 states and more than 50 international locations (more than nine countries), with approximately $2.5b in market capitalization and nearly $4b in annual systemwide sales. The internal audit function supports the company in a SEC registered, NASDAQ traded environment. It provides service to the audit committee of the board of directors and executive leadership team, reporting to the chair of the audit committee with an administrative line to the company’s executive management. The CAE meets with the audit committee quarterly to review the annual audit plan, present audit results, and support the committee in meeting its objectives. The internal audit plan consists of audits of corporate functions such as: new store construction, purchasing, information systems and security, payroll/benefits, and advertising. It includes a program of restaurant audits for the more than 600 company-owned restaurants. The audits incorporate operational, financial, and compliance audit objectives. It includes some support for the external financial audit and internal control assurance consistent with Sarbanes-Oxley compliance (SOX), including IT General Control (ITGC) reviews.As Dan’s objectives shifted toward a new challenge and broader role in developing and leading the company’s enterprise risk management program and capabilities, he helped recruit and transition the internal audit function to a new leader.

Consistently received positive student reviews for teaching an Accounting Information Systems course. 94% of students rated Dan as excellent or very good overall. 100% of students said Dan always or usually demonstrated mastery of the subject matter (2011-Summer). 90% of students said they learned a lot in this course.“Instructor was the best I have had at Metro State. Engaging, extremely knowledgeable, helpful, etc. Convince Dan to keep teaching this course!”“Excellent at teaching. Very patient. Extremely supportive.”“He always kept the students’ preparation for a real work environment in the forefront of his planned presentation and in his 'detours' from a strict outline. He communicated the relevance and interconnectedness of AIS to good management … he’s very talented at curriculum development.”“He gave real-life examples of what we learned from the book. Also related how we will use what we learned in real life in our careers as accountants. Is a good teacher who actually has a personality and enjoyed attending his class.”

• Managed all aspects of the audit department in an SEC registered company with $6.3b in sales, an audit department of thirteen employees, an annual budget of $2.0m, and projects totaling 23,000 hours. Prepared reports to the audit committee of the board of directors.• Developed annual audit plans, adjusted plans quarterly to accommodate changing business risks, reported progress against plan to customers and executives.• Provided audits of varied agricultural, manufacturing, and distribution business units including: Crop Nutrients, Crop Protection, Agriliance (retail), Seed, Dairy Foods, International Development, and Feed. • Maintained client relationships, including agreements regarding audit plans and services for Feed, Dairy, Agriliance, Seed, and, at times, Cenex. Coordinated with external auditors.• Supervised senior and staff auditors. Recruited experienced and inexperienced auditors.• Experience includes acquisition and divestiture due diligence, business integration of acquisitions, systems development, fraud investigations, investigation of accounting inaccuracies and subsequent restatement of SEC-filed financial statements, and audits of subsidiaries.

• Participated in ERP implementations of Oracle Financials, JD Edwards, PeopleSoft, conversions from SAP, and other proprietary systems.• Developed new automated techniques for accessing financial information stored in Oracle Financials, JD Edwards, PeopleSoft, data warehouses, and other relational databases. Transformed internal audit use of data and business intelligence to focus audit planning and drive testing effectiveness.• Led security audits including general security administration, JD Edwards application, and AS400 operating system.• Participated on team to improve audit techniques and management.

Conducted financial audits of not-for-profits, local governments, and small businesses. The position also had goals to improve audit techniques by introducing computer assisted audit techniques and redesigning processes to take advantage of technology.

Provided leadership to a new unit providing accounting consultation, advice, and assistance to state agencies. Determined the new unit’s objectives and scope, defined and developed relationships between other state agencies and Department of Finance teams.Guided Agency Assistance Unit staff and state agencies as they proposed solutions for improving business processes, financial management, accounting, and administrative procedures.Developed and implemented a pilot project to place over $35 million in past due accounts with private and state operated collection agencies and to study the agencies’ collection efficiency and effectiveness. Managed project staff, determine study methodology, guide staff in obtaining data and analyzing results, and manage communications with legislators, state agencies, and private collection agencies.Served as a project leader for a new, high profile, statewide re-engineering project. Developed or enhanced management and oversight of $2 billion in loans and accounts receivable owed to over 50 different agencies of the State of Minnesota. The project returned nearly $24.5 million on a $3.5 million investment, and now serves as a model for efforts in several other states or provinces.• Worked with top management of state agencies to assure project goals, activities, needs, and successes are understood and supported. Worked with staff of state agencies to provide guidance and support, carry out project activities, solve problems, and improve collection of past due amounts.• Advocated for the project by lobbying and testifying at legislative hearings, preparing reports, and responding to inquiries.• Drafted legislation and worked with legislators, state agencies, and the Attorney General to assure that the laws of Minnesota support the project’s goals and activities.• Prepared, presenedt, managed and monitored the multi-million dollar budget for the project. Forecasted, analyzed, and reported return on investment.

• Supervised and conducedt components of the annual audit of the State of Minnesota’s financial statements, internal accounting controls, and compliance with legal provisions.• Conducted information system general and application control audits. Provided leadership in developing an “integrated auditing” approach. Pioneered the Office’s use of computer assisted audit techniques.• Planned internal control and compliance audits of individual state agencies, conducted fieldwork, and prepared audit reports.• Assisted state agency finance directors and managers in analyzing strengths and weaknesses in their operations, accounting, and information systems.