• Assumed dual responsibility of sales and operations management for the Texas/Oklahoma region.• Supervised sales representatives and account managers on sales calls to provide post-call mentoring.• Managed weekly schedules with the aim of supporting pipeline cultivation and expansion.• Represented the company at trade shows and sponsored events.• Achieved “Top Gun” region for three consecutive blitz campaigns that generated more than $12M in next step opportunities and $2M in sales revenue.REGIONAL OPERATION MANAGER (2008-2013)• Managed operations functions for a $28M territory with nine offices in Texas and Oklahoma; oversaw 21 direct reports including branch managers, business development managers, and designers.• Drove 700 basis point improvement in direct labor via job banding, rightsizing, routing, and portfolio review.• Improved penetration over historical run rate by as much as 400 basis points.• Earned 2010 National Sales Region of the Year, 2010 East Division Runner Up Region of the Year, 2009 East Division Sales Region of the Year, and 2008-2010 East Division Safety Region of the Year.DIVISION FINANCE MANAGER (2006-2008)• Developed branch quartiling process to facilitate top quartile performance; conducted return on investment analysis on equipment and pinpointed the breakeven point on customer contracts.• Created branch portfolio reports to facilitate contract-level reviews for profit optimization; streamlined reporting to focus on key operational metrics such as labor, retention, penetration rate, and equipment.

• Headed financial operations for a multi-site/multi-state auto repair service enterprise; managed systems implementation, treasury functions, field training, and inventory control. • Focused on improving store profits and ensuring accuracy of monthly reporting; designed a monthly executive reporting package focused on cash management, sales, inventory, labor, parts costs, and store loss.• Created a customer database to facilitate marketing strategies and support corporate metrics.• Introduced procedures for year-end lease reconciliations and created a lease abstract database.• Maximized cash flow by stretching payables, accelerated credit card receivables, and tightened cost controls.• Refinanced multiple capital leases to achieve more favorable terms and reduce costs of interest paid.• Instituted inventory procedures for field equipment to maximize return and control of corporate assets.• Designed store training program to instruct field managers on “four wall” ownership and profit improvement.

• Led service center operations for a national retailer with more than 3,000 locations; drove inventory control, sales audit, payables, payroll, loss prevention, cost controls, real estate and compliance.• Developed benchmarking methods across all functional areas with emphasis on achieving performance goals.• Completed due diligence assessments of newly acquired business units; drove migration of all accounting and payroll operations to the shared services center within 45 days of acquisition.• Managed payroll/payroll tax group - issued more than 40,000 W2s and serving 19,000+ full-time staff. DIRECTOR OF ACCOUNTING OPERATIONS • Consolidated two business unit accounting operations staff to one shared service center; implemented JDA software for stock ledger, inventory control, and sales audit modules.• Planned and executed profit improvement initiatives for target shrink/field compliance programs.• Designed and implemented a lease administration department to cover 600 locations.• Introduced and managed exception based reporting (XBR).DIRECTOR OF FINANCIAL ACCOUNTING • Led a 35-member accounting staff and managed issuance of monthly operating results, including financial statement preparation, treasury standing, store profitability, and 12-month rolling forecasts.• Prepared and reviewed annual budgets for sales, margin, inventory flow, operating costs, cash and borrowing requirements, capital, and payables/receivables; managed internal control environment.• Managed improvement initiatives that saved $2M+ per year by enhancing wage cost control, check acceptance procedures, charge card costs, bonus programs, and distribution center cost controls.• Automated and streamlined monthly closing procedures and reporting function to trim 700 hours per year.• Assisted in compilation and draft of required information for Form 10 fillings.FINANCIAL REPORTING/EXPENSE CONTROL MANAGER/STAFF ACCOUNTANT (1992-1993)