McCracken is a boutique CFO advisory firm specializing in providing companies with interim and fractional CFO leadership in times of transition. McCracken supports organizations with:Interim CFO servicesFractional CFO servicesFinancial Leadership Development ProgramsM&A advisoryPrivate equity portfolio supportCapital raisingSystems advisoryTalent placement services

Acts as consultant, operational and financial leader of private equity sponsored service and technology company, AHM, that recently lost its CFO and controller. Established new cash flow and budgeting procedures. Integral part of strategic planning as business continued to grow.Established a cash flow forecasting and control system for a $50 million healthcare private equity roll-up.Completed project as interim CFO for TKL Research working with owners and investment bankers to get it ready for a $110 million strategic transaction and complete the merger of this client with the largest player in the industry, QuintilesIMS. Established budgetary and forecasting system for operations and for the transaction.der for clients. as CFO Partner.Served as mentor/advisor to Rocky Mountain Ventures to companies in their Hyper-Accelerator program.Part of advisory team for the University of Colorado's SPARK program. The SPARK program focuses on technologies addressing unmet clinical needs to bridge the “translational gap” between the lab bench and the patient through scientific development and sound business practices.Assisted Seaton Hill Partners in their marketing strategy efforts in the Rocky Mountain RegionHarvard Alumni EntrepreneursExecutive In Residence Advisor, Coach/Mentor, HAE Accelerator • The Harvard Alumni Entrepreneurs Accelerator powered by Pegasus Tech Ventures, is a ten-week program for early-stage companies designed to give Founder the tools needed to scale up to the next level with funding from the venture community.• The company with the best presentation on Demo Day is invited to compete at the Grand Finale of the Pegasus Startup World Cup in September 2022, which has a grand prize of $1 million.Part of advisory board for Agilutions.

CFO and administrative leader of a high growth software IT development, SAAS, consulting and implementation company. Assisted the Owner/CEO to buy out his partner in two leveraged transactions. While the CEO is an outstanding consultant/ business developer, he asked of me to mentor him on running a business and using metrics and other management techniques to assist his leadership and decision making. Handled all the classic CFO functions (control, financial planning and analysis, treasury, legal, insurance etc.) and worked closely with the CEO/Owner, Operational , HR (recruiting, benefits and compensation etc.) and IT leaders to help grow the business that trebled in size over the first 2 years and has leveled off. -Completed two SBA/bank loans for growth.-Coach, Business and strategic partner for the CEO/Owner.-Mentored new HR leader who became a key member of the management team.-Investigated other business opportunities and alliances for the company.-Initiated monthly, project and annual incentives for the team.- Overhauled benefits including establishing a 401-K and subsequent matching programCEO/Owner acquired the skills from me to successfully run his business and the Company has reached a steady run rate; therefore, I was able to tackle other challenges with growing businesses.

Interim Financial Director at Red Lion Controls which included: Integration of two acquisitions into client (combined $150 million revenues), provided M&A guidance to company and parent, planning and leading the implementation of a data warehouse for orders and sales. Investigated additional M&A opportunities with the CEO.Interim CFO to Shop Vac, an international vacuum cleaner manufacturer and distributor, where he managed finance, IT and human resources, overseeing the firm’s liquidity, performance review and financial reporting. Interim CFO to Keystone Printed Specialties, private equity owned, a $35 million national printer, overseeing liquidity, performance review and financial reporting during a difficult economic period. Managed presentations to board, investors and bank regarding cash flow, financial results and forecasts.Interim CFO to Latham International, a $200 million, private equity sponsored, 1,000-employee, international swimming pool manufacturer and distributor, where he managed a staff of 30, overseeing the firm’s liquidity, performance review and financial reporting during a difficult economic period. Interim CFO to Hudson Capital Partners, a $1 billion international private equity group in the alternative energy sector, where he managed cash flow and short term borrowings during high growth period; worked with deal team on closing four acquisitions totaling over $100 million. Consultant to Tasker Products Corp., a $10 million, 80-employee, fast-growing public biotech products company where he mentored the new CFO and Controller in preparation of SEC filings.

Interim CFO$400 million international manufacturer and distributor of foam bedding products with 11 plants throughout the United States that was private equity owned.• Managed the company side for a $320 million debt refinancing and $25 million equity infusion by a Private Equity Group. Debt refinancing included due diligence performed by 30+ bank syndicate.• Managed staff of forty financial and accounting personnel.• Oversaw IT function during conversion from an acquired company’s legacy system to JD Edwards Enterprise Resource Planning Systems.• Worked with management team and outside supply chain consultants to reduce inventory and improve business processes.

CFO and ConsultantInterim Financial Leader of $25 million international manufacturer of equipment for the biotech and pharmaceutical industries. Company was acquired by GE Healthcare in April 2007.• Worked with owner/founder/president and advisors on several strategic opportunities with major strategic and financial investors.• Led the financial function for Wave in presentations, due diligence, purchase agreement and initial integration in the acquisition by GE Healthcare• Recommended ERP system and implementation for business.• Completed first audit, forecasts and cash flow projections for company and helped recommend working capital policy.• Established procedures for financial closing of operations including handling of inventory valuation, foreign exchange and transfer pricing.• Negotiated new term loans and working capital line for growing business.

Interim CFO$600 million national distributor of hardwood and other flooring with 1,000 employees that was private equity owned.• Managed on the company side $125 million debt refinancing (asset-based and mezzanine) of PEG backed corporation and acquisition of a $130 revenue million rollup company.• Completed first budget and detailed 13 week cash flow projection for company as well setting up methods for improved financial reporting to all stakeholders. • Revised commission structure for company to improve margins.• Made recommendations to management on costs and margin improvements.

Interim Chief Financial Officer$260 million international manufacturer and distributor of refined petrochemicals with 475 employees that was private equity owned/• Involved in spinout and $100 million refinancing of PEG owned corporation which acquired assets of a division from Chemtura Corporation (formerly known as Crompton).

Interim CFO and consultant to Private Equity Group (Kohlberg) and President$225 million international decorative laminate manufacturer and distributor with 900 employees.• Evaluated management and their plans during a difficult business consolidation.• Assisted senior management in recruiting senior divisional financial management.• Assisted senior management and board in business planning and budgeting.

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Interim Chief Financial Officer and TreasurerPrivately held (with venture capital sponsor) biotech research and development and manufacturing company -- $35 million revenue twelve-year-old firm was desirous of a liquidity event for its diverse shareholder base which included some 200 stockholders and options holders. DFB Pharmaceuticals, a mid-size specialty pharmaceutical company, acquired Phyton. Involved with the complete merger activity from strategic planning, investment banker selection, planning of offering memorandum, presentations, due diligences, purchase agreement to integration with the purchaser. Managed financial, human resource, and administrative activities for domestic and foreign operations.

Interim Chief Financial OfficerPrivate equity held skilled trade national construction staffing company -- $100 million firm was a potential casualty of ambitious geographic expansion from 40 to 80 offices in one year (150 staff/ 2000 craftsman). Managed a staff of 25. Assisted in the company recovering from a $13 million loss to profitability with cost cuts and increased revenues. Changes included reduction of the corporate staff by two-thirds and field staff by one-third for a combined savings of $6 million, and $7 million in other expenses. Coordinated efforts of investors, vendors, lenders and staff to keep company viable. Worked with investors, legal counsel and bank to complete a $5 million equity financing which included a difficult change of control.

Interim CEO/Chief Financial OfficerPrivate equity owned manufacturer and distributor of synthetic indigo and other commodity chemicals -- $75 million company was a victim of product dumping by foreign competitors which ruined its organization and business performance. Managed a 170-employee workforce (110 union). Helped complete the final petitions for an anti-dumping suit, and was part of the group that testified in Washington.  Led the company from a severe loss due to the dumping to better than breakeven by increasing prices and working with the firm’s sales and marketing managers to raise volumes. Revitalized morale. Reorganized the operational departments of the company, and recruited interim financial personnel who took control of the accounting system. Promoted internally an operations employee to HR department head. Implemented the company’s new Impact Encore ERP software system with a recruited manager. Refinanced the company with asset-based financing.

$50 million privately held with private equity sponsorship biotech manufacturing company -- As the firm grew from startup to $50 million, managed the financial (accounting, control and treasury), MIS, planning and procurement functions for this medium-sized biotech manufacturing company with domestic and international business. Worked closely with top and functional management to improve the business profitability andprocesses.• Managed the growth of the company by improving financial, human resource, insurance, leasing,banking and other operational and administrative functions. This saved the company $2 millionper year.• Selected and implemented an accounting software package that streamlined month-end reportingand improved reliability and transparency of operating results. • Raised $18 million in private placement funding as part of the senior management team.Responsible for the firm’s business planning and projections. Worked with senior managementon potential merger candidates through business evaluation

Upgraded the budgeting process for a $10 billion subsidiary of a world-renowned financialservices company by revising the process of receiving and updating data from over 100 locationsworldwide and changed the reports management received. This not only reduced manpower indata preparation and revision but gave management more relevant data faster to make decisions.• Led a $10 million non-profit organization in obtaining bank and Economic DevelopmentAuthority financing for a facility expansion.• Recommended and implemented the hardware and software conversion from mid-rangecomputers to a personal computer network for a $10 million not-for-profit organization.

Managing DirectorInvestment banking/financial advisory firm of 5 professionals Acted as CFO and Chief Administrative Officer for a $50 million biotech client: (1) stabilized company to get ready for private placement sale and eventual initial public offering; (2) initiated planning and due diligence reporting; (3) established company's first standard cost system; (4) worked with various professionals, potential investors and ultimate acquirer to insure the transaction's completion; and (5) recruited and hired permanent senior managers. Established strategic alternatives and recommendations for a $150 million publicly traded high-tech electronics manufacturing client on alternatives to further exploit their expertise through mergers and acquisitions. Client is actively pursuing the recommended strategies.

Chief Financial Officer/PartnerPrivately held $125 million international consulting and software development firm -- As the firm quadrupled in revenues and doubled in employees, responsible for the traditional accounting, financial, MIS, strategic planning, benefits and administrative functions. These duties also included management of real estate, tenant affairs and construction projects in excess of $10 million. Managed a staff of 75. Renegotiated $33 million of loans that reduced the borrowing rate from prime plus 1% (with compensating balances) to below prime with neither balances nor fees. Moved to a zero-balance cash account system. Reengineered monthly, quarterly and annual planning and reporting system. Reduced closing time from 2 months to 5 working days.  Spearheaded a reorganization and cost-cutting strategy that saved the firm over $1.5 million annually.

Corporate ControllerPublic $3 billion multi-national conglomerate (retail, manufacturing, consumer products and services) -- Seven major CFOs reported (over 300 employees); oversaw financial reporting (US, SEC, and foreign), capital expenditure review, financial analysis, control, treasury, and planning and profit improvement. Developed and implemented a tax savings plan that reduced the company's taxes by over $10 million over a 5 year period. Integrated five corporate acquisitions ranging in purchase price from a few million to $200 million. Acted as CFO/COO of a foreign consumer products subsidiary and was responsible for recommending, planning and supervising relocation of all of this company's operations to another location saving the company $2 million per year