Helped clients with various needs from support on S-4/S-1 filings to ERP migrations.

Teamed with CFO to evaluate profitability and stabilize the $500M Eastern division of the company. Managed staff of 17.• Improved gross margins from 10% to 15% and 15% to 20+% by restructuring customer bases in geographic regions based on areas of industry expertise in collaboration with CFO and Division Presidents.

Managed teams, including 15-25 direct reports, performing outsourced corporate accounting in Texas including oversight of service execution, product delivery, executive client interactions, including business development activities.• Brought $1.5M failing project to break-even status with on-time deliverables.• Led restructuring efforts to identify and correct staffing and ERP problems within a month (planning aside) to improve client outcomes for largest outsourced corporate accounting engagement in the US.• Created process that allowed BDO to close the books for the current period in the first 3 weeks of period close and in the 4th week of period close, close the books for a past due period, with precision and accuracy.

Served as key executive corporate accounting leader driving efforts with a team of 45 individuals to provide monthly/quarterly/annual corporate accounting, taxes, SEC reporting, management reporting, and cash forecasting.• Conceived and executed the expansion of coiled tubing services resulting in 70% of the company's EBITDA plan by the following year and moved organization from decline to profitability.• Built a high-performance corporate finance team reducing headcount by 10% and headcount costs by 25%.• Led the corporate accounting team to reduce period close from 7 days down to 5 days while maintaining accurate financial statements as reported by external audits through participating in restructuring efforts with leadership, enhancing employee morale, and creating a committed team.

Led the finance function for the largest services division of C&J representing $3B in sales volume in addition to managing five completion product lines and four manufacturing accounting groups. Managed 75 direct and indirect personnel including manufacturing controller group, completions controller group, corporate inventory management group, AR/AP, region receiving teams, and multiple controllers.• Slashed monthly losses and write-offs by approximately $10M by migrating 20+ sites from all US based regions over six months allowing for immediate improvements in the visibility and quality of earnings.• Identified over $30M+ of additional completion assets on a large enough scale to change the Company's segment reporting in its SEC filings. Spearheaded a thorough review of the carveout and worked collaboratively with completion services finance team, corporate controller, and CAO.• Identified over $3M+ book to physical inventory difference, correcting the problems by revising the item master, and updating BOM's and routings to ensure financial results could be captured accurately.• Reduced inventory related write-offs by 97% saving the company $9M in annual costs through visionary leadership of cross-functional team including supply chain, operations, and finance personnel.• Developed month-end reporting package including variance to actual reporting and analytics to efficiently and effectively communicate results to C-Level leadership in high impact manner.• Recognized and promoted throughout tenure moving from Consultant to Full-time in six months, moving from leading 45 to 75 personnel and named co-interim General Manager.