HRM Enterprises, Inc. is family of companies that includes the country’s largest independent hardware store, a Tripadvisor top rated restaurant, the always exciting Marketplace & Flea Market, and a campus that has become a destination for customers from near and far. Established in 1939, HRM is a leader in the markets we serve with over 800 people who work each day to go beyond our customers’ expectations.HRM expanded its presence in Northeast Ohio through the 2021 acquisition of the historic Lehman's store. Located in the heart of Ohio's Amish Country, Lehman's is like an old-time mercantile store; it is a wonderful source of all types of old-fashion products and unique items, including those for homesteading, emergencies and off-grid living.

Fannie May makes over 100 different confections and continues to develop new and innovative flavor profiles. Quality has always been the driving force behind the making of Fannie May chocolates, whose standards of excellence include maintaining high quality by requiring special handling during storage and display. Fannie May's growing popularity as a premium quality product is due to its innovative approaches in manufacturing, advertising and packaging.

Health-Mor is a direct sales company manufacturing and distributing best-in-class indoor air filtration products.

Bardons & Oliver, established in 1891, produces high-quality horizontal and vertical CNC milling, turning and boring machinery. • Expanded the financial reporting function by creating reports that gave visibility to successes, issues and trends across the various business units.• Improved the timeliness and accuracy of reporting, developing staff and creating standard closing procedures.

Manufacturer, wholesaler, retailer and e-tailer of fine chocolate confections, part of the 1-800-Flowers' Gourmet Food and Gift Basket Group.• Participated in the selection of a point of sale system for 86 retail stores and co-leading the pilot program, training of key users and in-store implementation; estimated $2 million in annual inventory shrink savings plus increased revenue through more effective store product allocation.• Organized and resolved open Customer Chargebacks; in one instance orchestrated $500,000 of savings.• Participated in a SKU rationalization initiative (Lean Manufacturing).• Analyzed the profitability and effectiveness of various sales channels, product lines and strategic initiatives; recommended program changes and cost savings to management.• Led a daily 20 minute issue focused meeting attended by Directors, VP’s and C-Level personnel to address tactical issues facing the business.• Created monthly “Lunch and Learn” program where various ERP, MS Office and other topics were presented; attendees included other departments, such as Purchasing.• Developed an e-commerce budgeting and forecasting model that converted gross demand to reportable shipped revenue.• Analyzed and quantified seasonal trends of retail business segment by store type.

Manufacturer of cardiovascular solutions, medical devices and related software (SaaS), a subsidiary of Berkshire Hathaway.• Changed the culture of the finance function to be communicative, collaborative and “customer friendly.”• Refined the Return Material Authorization process to provide better controls and visibility of uncollected product, which increased working capital $150,000.• Implemented consigned inventory controls, which improved working capital $200,000 and increased product available for on-site client evaluation and demonstration purposes.• Reduced non-warranty product “give-a-ways” through No Charge Sales Order process improvements; saved $100,000 in the first year and increased sales revenue $50,000 annually.• Revised letter of credit guidelines which reduced fees and occurrences of collection delays/discrepancies; re-mediated outstanding discrepancies and collected $100,000.• Facilitated the upgrade of the ERP system through partnerships with sales, service and operations, which also allowed for the refinement of processes and policies, such as purchasing in foreign currencies.• Changed processes such as those associated with month end closing, tax filings and commissions to eliminate errors and increase efficiency.

Global provider of high-quality systems, components and services in x-ray, ebeam and RF technologies.Executive management team member for North America, responsible for the IFRS based, finance function of three business units; position reported to the President of North America and the CFO of Comet Holding, AG.The Finance and HR functions were relocated to Stamford, Connecticut in May of 2011. • Merged two US operating entities; preserved over $6 million of tax related net operating loss carry forwards and reduced annual accounting and administrative expenses by approximately $100,000.• Implemented a new ERP system (SAP) concurrent with the merger, continued to meet time sensitive closing deadlines; also implemented Hyperion for global consolidation, reporting and analysis.• Resolved open franchise and sales tax issues in multiple states, in one instance saved more than $110,000 from original state assessments; amended a return and obtained $50,000 refund in another.• Changed approach for certain Federal tax deductions resulting in first year savings of $125,000.• Reorganized the responsibilities within the finance department, crossed trained staff, eliminated non-value added work and avoided hiring of additional staff; a savings of approximately $75,000 annually.• Partnered with HR in the evaluation and selection of new health care providers in order to keep the annual health care insurance renewal cost neutral when the industry average was a 12% increase.• Improved working capital, financial reporting and internal controls associated with long-term manufacturing contracts of specialty equipment; these changes also improved future job cost quotes and gross margin accuracy.• Challenged preferred transfer and contractual related issues; in one year obtained more than $50,000 of liquidity preservation and cost savings.

Manufacturer, distributor and worldwide direct marketer of consumer products, publicly traded until February 2004; position reported to the CEO and Board of Directors.• Functioned as the Chief of Staff for non-resident CEO involved in other businesses.• Identified potential liquidity issues; sourced and executed a line of credit with favorable credit terms; used this as an opportunity to change the annual financial audit to a review, saving $50,000 annually.• Served as the financial liaison for the majority shareholder’s buyout of the minority ownership, prepared special analyses and valuation models for the Board of Directors, valuation consultants and legal council.• Implemented action plans associated with timing and amount of product pricing, cost reductions and efficiency improvements; for example, keeping a distributor incentive payout constant while slightly adjusting the frequency saved $50,000 annually.• Managed the corporate risk and insurance function; saved $650,000 in corporate insurance premiums in one year and avoided $400,000 in increased health insurance costs in other.• Met with vendors and obtained extended trade credit terms which resulted in more than a $500,000 increase to working capital and avoided borrowing on the line of credit.• Forecasted earnings and developed action plans to ensure compliance with loan covenants; for example, facilitated a price increase after it would have prevented prior quarter non-compliance.• Revised the annual budget process, incorporated capital expenditures into the planning process and established minimum project performance standards.• Reorganized the responsibilities within finance; reduced annual staffing costs $130,000 through the redistribution of tasks and responsibilities and the elimination of non-value added work.• Evaluated the quality of earnings of a potential acquisition candidate, estimated the value of the business, and developed a synergistic combined entity pro-forma model.

Publicly traded manufacturer of specialty chemicals, wall-covering, decorative laminate and coated fabric products.Primarily responsible for the coordination of the annual budget, quarterly updates and monthly forecasts for the division, also coordinated the monthly reporting activities of an international acquisition.

Value-added lessor of capital-intensive medical imaging equipment, provider of outsourced radiology services and operator of freestanding imaging centers.Responsible for all areas of accounting; reported to the Chief Financial Officer• Developed staff, systematically improved productivity and shortened the monthly closing process 45+ days.• Improved internal accounting controls, e.g. created an annual budget process, purchase order system and an employee travel and entertainment expense reimbursement policy.• Developed short and long term GAAP, tax and cash based earnings models for tax and strategic planning.• Selected and implemented a mid-range accounting software package (MAS90); created a new chart of accounts in order to facilitate reporting by both cost and profit centers.• Reduced the fees associated with the annual audit by approximately 50% and 15% for the first two years.

Personal client base included a variety of international and domestic manufacturers, businesses in food service, automotive, real estate and software industries, as well as not-for-profit entities.